2023-06-22; Additional Information Related to Questions Received about the City's Budget (District - All); Rocha, Laura

To th e members of t he:

CITY COUNCIL
Dateto/ :,.,_ /~3CA ✓ CC ~
CM \/ ACM v DCM (3) ~ - -
June 22, 2023
Council Memorandum
To: Honorable Mayor Blackburn and Members of the City Council From: Laura Rocha, Deputy City Manager, Administrative Services Zach Korach, Finance Director
Via: Geoff Patnoe, Assistant City Manager @
{city of
Carlsbad
Memo ID #2023060
Re: Additional Informat ion Related to Questions Received about the City's Budget (District - All) This memorandum provides responses to questions received from Council Member Burkholder regarding the fiscal year 2023-24 budget.

1. A ll departments were to cut 3% from their budgets. Specifically, where were cuts made and how much will the 3% produce in real dollars?
As part of the development of the fiscal year 2023-24 operating budget, the City Manager directed departments to identify possible budget reductions equivalent to 3% of their respective ongoing base budget. However, through these efforts, it became clear that making the full 3% reduction would significantly impact service levels, particularly given past and current inflationary levels. At the conclusion of t hese reduction efforts, $2.3 million in budget reductions were recommended in the General Fund and $3.2 million in reductions citywide. Below are the primary areas where reductions were implemented .

IT support - $51,000
Anima l control - $69,000
Admin, printing - $328,000
Travel and train ing - $39,000
City cell phone/devices-$90,000
Out side consult ants - $856,000
Maintenance - $480,000
Public compute rs - $11,000

2. How many grants did we apply for last year? How many and at what dollar amount were received?
Since July 1, 2022, city staff applied for 26 grants . The tot al potential grant award amount totaled $80 million. Since the time of application, 15 grants amounting to $8 million have been awarded and 5 grants amounting to $5 million are still awaiting a response . Included in the total count was an application for a Hazard Mitigation Grant Program for the South Adm inistrat ive Services Branch
Finance Departme nt
1635 Faraday Avenue I Carlsbad, CA 92008 I 442-339-2127 t Council Memo - Additional Information Related to Questions Received about the City's Budget June 22, 2023

Page 2 ends

Carlsbad Boulevard Climate Adaptation project in the amount of $60 million, which was not granted to the city for award.

3. Did an actuary provide guidance last year when funds we re set aside for wor kers compensation? If so, who? If not, how wa s the number determined and by w hom? Yes, a certified actuarial consultant performs biennial actuarial studies. The city currently uses Rivelle Consulting Services. As of June 30, 2021, the city's estimated outstanding losses were provided across a range of confidence levels:

Confidence Level
Expected (50%)
70%
75%
80%
85%
90%
Estimated Outstanding Losses
$22,009,758
$26,411,710
$28,832,783
$31,033,759
$34,995,515
$38,737,174
While a
50% confidence level is considered "expected" or most likely, as the confidence level increases, so does the amount of estimated losses. The city's external auditor has encouraged the city to increase the amount of estimated losses or liability that is recorded in the Workers' Compensation Fund. The city's workers' compensation program, accounted for as an internal service fund, has historically been underfunded. In other words, the amount of estimated liability recorded has been significantly less than even the 50% confidence level of $22 million . In September 2022, the City Council authorized a one-time transfer of $8.2 million from the General Fund for purposes of building up the Workers' Compensation Fund reserve and achieving an estimated liability at the 50% confidence level. On an annual basis, through the budget process, departments are charged the estimated amount of workers' compensation expense plus an additional 15% for purposes of slowly building up reserve levels. However, with the recent increases in settlements, claims, and litigation costs, the Workers' Compensation Fund continues to struggle to keep up.

4. How has the philosophy of funding changed over the last 5-10 years? Following 2008, the city was recovering from the impacts of the great recession. This resulted in a spending philosophy which continued for a number of years until around fiscal year 2017-18. Over the last 5 years, a number of changes to the city's budget policies, practices, increased transparency and the City Council's goals and initiatives were implemented.

Council Memo - Additional Information Related to Questions Received about the City's Budget June 22, 2023

Page 3 ends

Budget practices and policies
- Automatic budget carryovers were eliminated (FY 2019-20) - Across the board increases to account for inflation were eliminated (FY 2019-20) - New and additional documentation and justification requirements for department budget requests to ensure informed, data driven decision making was achieved (FY 2019 -20) - Council Policy 74- General Fund Reserve: Maintains a minimum General Fund reserve balance equal to 40% of its budgeted expenditures (or approximately $80 million) - Council Policy 86 - Pension Funding: Maintains an 80% funded status for the city's pension plan with CalPERS
- Council Policy 87 - General Fund Surplus: Establishes policy and procedures for managing the use of General Fund surplus as part of fiscal year-end. - Council Policy 91- Long-term Capital Funding: Prioritizes both short - and long-term capital funding by requiring 6% of estimated General Fund revenues be transferred to the General Capital Construction, Infrastructure Replacement, and Technology Investment Capital Project Funds.
,- -· -.- - • ..- c;- , - 1, - ,._- -- • " ~ -~(' '"-,-~ ... - . - , • - ;:.; -.~ :-• ~ ,n. •;c,,.. ~ New/Expan~ed .Progral1J~.apd Services t . ·
Fire Department's Lagoon patrol
standards of cover
Police ranger program Community health nurse
Beach and pool lifeguards Homelessness response
Data analytics Diversity, equity, and
inclusion
Environmental
sustainability initiatives
Ongoing recycling
mandates
Arts programs
Pension and cap ital
funding
About 15 years ago, the General Fund had $118 million in revenues and $101 million in expenditures with 851 full -time equivalents and a full -time equivalent per capita ratio of 122:1. In other words, for every full -time equivalent, there were 122 residents.

As of fiscal year 2022-23 (estimated), the General Fund had $205 million in revenues, representing a 73% increase in total or 5% annually on average. The General Fund had expenditures of $180 million, representing a 77% increase in total or 5.1% annually on average. Full-time equivalents have increased to 987.65, representing a 16% increase in total or 1% annually on average. The amount of General Fund revenue per full-time equivalent was $139,213 in fiscal year 2007-08 and is projected at $207,563 in fiscal year 2022-23. Full-time equivalents per capital is currently projected at 117:1. In other words, for every full -time equivalent, there are 117 residents.

Council Memo -Additional Information Related to Questions Received about the City's Budget June 22, 2023

Page 4 ends

' - ■ - -- • ~ • - • . .. ~ .
~·. . .. -- . FY 2022-23 . .. .
; .. - ~ , ..... .. . ' ·- ~
General Fund Revenues $118 million $205 million
General Fund Expend itures $101 million $180 million
Full-time Equivalents (FTE) 851.00 987.65
FTE per Capita 122:1 117:1
General Fund Revenue per FTE $139,213 $207,563

5. W hy are we not provided a ten year forecasted budget? The city has always prepared and maintained a 5- and 10-year forecast. However, given the long -term time horizon and the increasing amount of assumption uncertainty the further we project into the future, staff have presented the 5-year forecast to the City Council.

While the city's forecast has always been presented to the City Council, it was only until fiscal year 2022 -23 that the city's 5- and 10-year forecast was introduced as a formal section of the budget document. There are many supplemental sections of the budget document that are not included as part of the preliminary budget package presented in May but are included in the final printed document in July/August. For example, much of the introduction and appendices are not included in the preliminary budget package (transmittal letter, forecast, definitions and glossary), but will be available in the final printed version .

6. How many open positions are advert ised at the City right now and in which departme nts?
As of June 8, 2023, the City of Carlsbad had 23 position postings advertised:

Community Development - 2
Housing & Homeless Services - 1
Library & Cultural Arts - 3
Parks & Recreation - 10
Police -3
Public Works - 3
General - 1
However, this is not reflective of all open positions. Some current postings are continuous part -time summer seasonal hiring. The city currently has approximately 42 vacant full-time positions in various stages. This number is fluid, as each day positions are being filled, there Council Memo - Additional Information Related to Questions Received about the Cit y's Budget June 22, 2023

Page 5 ends

are new employee resignations, positions are put on hold, and candidates continue going through processes such as interviews, background checks, physicals, etc .

7. Can w e use money from a Section 115 for CIP?
No, assets in Section 115 Pension Trust are restricted for the city's retirement costs. The city would not be able to withdraw assets and use them to fund a capital project.

However, assets in a Section 115 Trust may be used as a pension rate stabilization tool.

During periods of pension rate and pension cost volatility, assets in the trust may be used to mitigate budgetary pressures that may exist. In other words, if CalPERS experiences a period of poor investment performance and the city's required contributions increase, there could be a potential budget shortfall. At the discretion of the City Council, assets in the trust could be used to pay CalPERS, which indirec t ly makes budgetary resources available to ensure the city's critical core services and City Council goals remain funded.

8. W ith the exception of police and fire, how did Carlsbad residents benefit from new hires? Better services? If so, please indicate, specifically.

The fiscal year 2016-17 adopted budget included 676.25 full-time positions. From fiscal year 2016-17 to fiscal year 2022-23, there have been 130.5 (net) full -time positions added. Attachment "A" details 79.5 (net) of these additions as either related to unfunded mandates/regulatory , internal efficiencies/support, or New/Expanded Services & Programming, and the remaining 51 additions as related to public safety.

For more detailed information on each position added since fiscal year 2016-17, please refer to Attachment "A" of this memorandum.

9. What we re the actual savings received for mandated cuts in the previous 5 years, where applicable?
The General Fund budget included gross ongoing base budget reductions of $1.5 million in FY 2022-23 and $2.3 million in FY 2023-24.

10. In other regional cities, what percentage, on average, do emp loyees pay into their CalPers? How much have tax-payers paid in excess of our regular contributions in the last 10 years? I believe it's $56.4 million.

When compared to other agencies in San Diego County, City of Carlsbad employees pay more into CalPERS.

Miscellaneous Plan employees contribute 7.53% of their pay on average . Miscellaneous Plan employees within the city of Carlsbad contribute 8.09% of their pay on average.

Council Memo - Additional Information Related to Questions Received about the City's Budget June 22, 2023

Page 6 ends

Safety Plan employees contribute 10. 76% of their pay on average. Safety Plan employees within the city of Carlsbad contribute 10.82% of their pay on average.

Average Rate of Employee Ca/PERS Contribution:
: " 1. . . - !
. . . - ~-
County Average
City of Carlsbad
. . . .

Miscellaneous Plan .. - ~

7.53%

8.09%
-- ~.~
Safety Plan _ • -~

10.76%

10.82%
It is important to note that these percentages are unweighted . They are derived from Cal PERS' actuarial valuation report as of June 30, 2021, and do not account for compensation levels or the number of employees in each of the respective agency's pension plan tiers.

Over the last 10 years, the city has made $56.4 million in Additional Discretionary Payments (ADP) to CalPERS. These are voluntary contributions that reduce the city's liability and future interest costs.

Attachments: A. Position Detail
cc: Scott Chadwick, City Manager
Cindie McMahon, City Attorney
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Mickey Williams, Police Chief
Michael Calderwood, Fire Chief
Sheila Cobian, Legislative & Constituent Services Director Attachment
A
Year
loee,artment
Im,.
lunit
!Fund
jrimin9.

Im
I category
I
fifi
f
,I!.
p
l
y
I
FY
2017·18

9.00 17-18
Parks
&
Recreation
Park
Maintenance
Worker
11 CCEA
General
Budget
-1.00
N/A
17-18
City
Attorney
DEPUlY
CllY

ATTORNEY
MGT
General
Budget

1.00 Internal
This
position
prosecutes
violations
of
the
Carlsbad
Municipal
Code
. As
part
of
that
role,
the
position
works
with
the
Code
Enforcement
Efficiencies/Support
Division
to
address
code
violations
and
the
Housing
&
Homeless
Services
Department
and
the
Police
Department
Homeless
Outreach
Team
to
address
homelessness
issues.

The
position
also
obtains
Gun
Violence
Restraining
Orders
on
behalf
of
the
Police
Department
and
Workplace
Violence
Restraining
Orders
on
behalf
of
employees
who
experience
threats
of
violence
because
of
their
work
with
the
city.
17 -18
City
Clerk

RECORDS

TECHNICIAN
CCEA
General
Budget

1.00 Internal
The
City
Clerk/Records
Management
department
staffing
levels
have
been
drastically
reduced
over
the
past
7 yea
rs.

With
the
current
Efficiencies/Support
staffing
levels,
we
only
have
the
ability
to
keep
up
with
the
day-to-day
tasks
that
occur
in
a City
Clerk/Records
Management
department.

There
is
a
critical
need
to
bolster
Records
staffing
to
not
only
allow
us to
assist
CED
but
also
the
many
other
departments
throughout
the
City
w
ho
have
fallen
behind
on
maintaining
their
records
in
an
acceptable
and
legal
manner.

The
Council
has
made
it
a
priority
to
ensure
that
our
government
functions
as
transparent
as
possible
. By
having
the
ability
to
scan
our
City
documents
(and
make
them
easily
searchable}
we
are
providing
service
to
the
residents.

W
e also
will
have
the
ability
to
reduce
the
number
of
public
re
co
rds
requests
we
process
simply
becau
se
man
y of
the
documents
that
are
requested
will
be
available
on
our
webs
ite
through
our
document
management
syst
em
.
17-18
Info
rmatio
n
SERV
ICE
&

RELEASE
MGT
Internal
Budget

1.00 Internal
This
position
was
requested
wit
h
the
city's
conversion
of
its
IT
help
desk
services
from
a
co
ntract
to
in-hou
se
for
impro
ved
service
levels
Te
chnology

MANAGER
Service
Efficiencies/Support
to
internal
customers.
17-18
In
formation
CLIENT
SYS
TE
MS

ASSOCIATE
CCEA
Internal
Budget

3.00 Internal
Growth
of
the
use
of technology
caused
an
increase
in
demand
on
the
Client
Service
desk
for
resolution
of technical
issues
and
device
Technology
ADMIN.

Service
Efficiencies/Support
deployment
. To
add
capacity
and
technical
expertise
to
service
desk
to
lead
service
desk
team
in
resolution
of
co
m
plex
issues
and
deployment
of
software,
hard
wa
re,
and
mobile
devices.
17-18
Informati
on
SENIOR

APPLICA
TIONS
CCEA
Internal
Budget

1.00 Internal
This
position
was
requested
to
increase
the
technology
support
for
the
city's
Police
Department.

The
needs
included
maintaining
Technology

ANALYST
Service
Effi
cie
ncies/Support
existing
systems,
providing
routine
maintenance,
trouble-shooting,
and
working
on
software
upgrades,
The
addition
coincided
with
the
departments
implementation
of
three
major
systems:

Police
Records
Management,
Workforce
Telestaff
and
BodyWorn
Cameras
.
17-18
Informati
on
SENIOR

NETWORK
CCEA
In
terna
l
Budget

1.00 Internal
Thi
s position
was
requested
for
the
installation,
operation
and
maintenance
of
the
city's
voice,
video,
mobile
device
management,
and
Technology

ENGINEER
Service
Efficiencies/Support
data
networks
for
day-to-day
operations
as
well
as
several
long-term
enterprise
projects
17-18
Parks
&
Recreation
Parks
Planner
CCEA
General
Budget

1.00 New/Expanded
Services
In
partia
l response
to
the
Decemb
er
2013
CC
adoption
of
the
P&R
Needs
Assessment
and
Strategic
Action
Plan,
a
Parks
Planner
position
&
Programming
was
added
on
a 3-year
limited
term
assignme
nt
to
wo
rk on
the
community
park
improvement
projects
ca
lled
out
in
that
plan.

Specifically,
those
projects
included
Pine
Ave
nue
Community
Park
Phase
llb
(community
ce
nt
er,
ornamenta
l gardens
and
community
garde
ns),
Aviara
Community
Park
Phase
II (outlook
and
community
gathering
area)
/s
upport
room},
and
Poinsettia
Comm
unity
Park
Phase
Ill
(expanded
playground,
do
g
par
k and
subsequently
added
pickle
ball
courts)
, At
the
end
of
the
three-year
limited
term
assignment
, we
made
the
case
that
the
Parks
Planner
position
was
needed
on
a
permanent
basis,
as
each
of the
above
re
ferenc
ed
projects
was
st
ill
in
va
rious
stages
of
progress,
and
there
were
other
projects
lined-u
p
in
the
qu
eue,
including
Vetera
ns Memorial
Park,
Hosp
Grove
Pa
rk Refur
bishme
nt/Enhancement,
Robertson
Ranch
Community
Park,
Zone
5 Community
Park.
17-18
Tran
sportatio
n
PROPERlY
AND
ENV
MGMT
MGT
General
Budget

1.00 Internal
Better
coordina
te
related
activities
across
Transportation
and
serve
as
the
City
Engineer.

This
position
coord
inated
related
activities

DIRECTOR
Efficiencie
s/Support
across
severa
l divisions
in
Public
Works,
including
traffic
&
mobility,
transportation
engineering,
and
constr
uctio
n
management
&
inspections.

The
position
and
oversight
is
critical
to
ens
ure
design
immunity
for
tran
sporta
tion
and
traffic
programs.

FY
2018
-19

8.00 18-19
Parks
&
Recreation
Maintenance
Aide
CCEA
General
Budget
-1.00
N/A
18-19
Park
s &
Recreation
Park
Maintenance
W
orker
II
CCEA
Genera
l
Budget
-1.00
N/A
18-19
Parks
&
Recreation
Parks
Superintendent
MGT
General
Budget

1.00 New/Expanded
Services
Staffing
changes
wer
e
made
in
partial
response
to
the
July
2012
City
Council
acceptance
of
the
Baker-Tilly
Operational
Assessment
&
Programming
Report and
due
to
budgetary
concerns,
resulting
in
the
previous
downgrading/elimination
of
thi
s position.

After
about
four
yea
rs of
getting
by
without
a
Pa
rks
Super
intend
ent,
Parks
&
Recreation
justified
that
the
position
was
needed
to
pr
ovide
sufficient
oversight
to
ensure
existing
service
levels
were
sus
ta
ined.

Tho
se
needs
were
a combination
of
added
ad
m
ini
strati
ve
duties
re
sulti
ng
from
increased
outsourci
ng
dic
tated
by
the
assessment
report
, and
added
responsibility
of
inventory
resulting
from
the
acceptance
of
ongoing
maintenance
associated
with
the
parks
projects
detailed
above
and
de
ve
loper/T
ransportation
co
ntract
or cons
tructed
medians
segments
(Poinsettia
Lane-
El
Camino
Real
to
Cassia,
El
Ca
m
ino
Rea
l -Cannon
Road
to
Tamarack
Aven
ue,
and
El
Camino
Rea
l -
Tamarack
Aven
ue
to
Chestnut
St
ree
t).
18-19
Tr
ansportation
City Traffic
Engineer
MGT
General
Budget

1.00 Internal
This
position
will
provide
guidance
and
ove
rsight
on
regional
circulation
issues,
traffic
sig
nal
operations
and
maintenance,
capital
Efficiencies/Support
improveme
nt
projects,
technology
planning
and
policy
development,
mobility
program
s,
comp
lex
residential
traffic
calming
projects,
and
other
associated
studies
and
initiatives
in
support
of
Council
goals
and
community
values.

It
wil
l also
manage
Traffic
Safety
Commiss
ion
and
help
ensure
design
immunity
for
traffic
programs
. Carlsbad
has
not
had
a city
traffic
engineer
for
several
years
.

Currently
nearly
40 sections
of
the
municipal
code
reference
re
sponsibility
of
the
City
Traffic
Engineer
.
18-19
Fleet
&
Facilities
Facility
Specialist
CCEA
General
Budget

1.00 Internal
Serve
the
high
demands
of
all
user
groups
at
the
Safety
Training
Center,
based
on
the
results
of
an
operational
study
deeming
existing
Efficien
cies/Support
staff
ing
levels
ins
uff
icient.
18-19 City Manager
18-19 Police
18-19 Police
FY 2019-20
19-20 Fleet & Facilities
19-20 City Council
19-20 Communication &
Engagement
19-20 Communication &
Engagement
19-20 City Clerk
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 City Attorney
19-20 City Manager
Smart City Innovator MGT General
Police Officers (Sworn) CPOA General
Ranger Community Service CPOA General
Officers {limited term
conversions
Administrative Secretary CCEA General
Senior Office Specialist CCEA General
Communications - MGT General
Coordinator
Media & Graphics Supervisor CCEA General
Deputy City Clerk CCEA General
Building Inspector 1/11 CCEA General
Building Technician 1/11 CCEA General
Senior Program Manager MGT General
Associate Engineer CCEA General
Assistant City Attorney MGT General
Administrative Secretary CCEA General
Budget 1.00
Budget 4.00
Budget 2.00
52 .SO
Mid-year -0.25
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Budget 1.00
Budget 1.00
Internal
Efficiencies/Support
Public Safety
Public Safety
N/A
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
The position was added because the city needed someone to oversee Carlsbad's emergence as a leader in smart city initiatives, help spur innovation in all corners of the city organization, coach managers as they reinvent processes and define new performance metrics, harness the power of big data and open data, and help direct the investment of a $10 million "innovation fund" to achieve these objectives. The position is now the Chief Innovation Officer.

These Police officers were needed to enhace the safety of citizens and would be assigned to Patrol as additional "roving" units, while the currently employed officers would maintain their assigned beats. This allows officers to respond quicker to calls throughout the day.

This was part of a larger effort to increase staffing in the department after a long period of not adding sworn officers, despite the changing and increasing needs of the city . The subsequenty year's budget included additional Police officer position requests adding to this one.

These positions were converted from provisional to full-time after a one-year pilot program to help patrol the open space in the city.

The City Council received an update in May 2018 and adopted a resolution to coninue to operate the police ranger program, after it was met with much positivity from resides in Carlsbad and from those who are visiting the area This position was added because the administrative support needs for the City Council members currently exceed the capacity of the staff assigned to this role. The positio~ helps with administrative tasks for City Council, including but not limited to scheduling meetings with constituents, coordinating constituent visits during open office hours, and managing requests made in person, by phone and by email.

In 2019 1 the City Manager recognized two needs related to City Council staff reports and other written materials provided to the City Council and the public. The first was the need to take highly technical information and present it in a way that is accessible to people who are not experts in municipal government financing, infrastructure management and other technical topics. The second was to improve overall quality control and standardize reports for improved consistency of communication. The Communications Coordinator position was added to fulfill these needs, and enhance the accessibility and transparency of city information and reports by presenting them in a clear, concise and consistent format; improve the accuracy of city information and reports by establishing a more thorough quality control process; and reduce the need for other staff to spend time writing and editing. This position is critical to the Communication & Engagement Department objective to increase government transparency and service by providing timely, accurate and easy to understand information about city issues, services, programs and events. ln 2019, the City Council approved a new approach to City Council goal setting, which included a shift to a new community engagement effort to solicit public input, This position helps provide a more coordinated and consistent approach to community engagement; improves the quality of community engagement efforts by centralizing this responsibility with the Communication & Engagement team, which includes staff with experience and expertise; improves accessibility to online community engagement to meet an increasing community demand; and improves transparency by allowing community members to see and respond to each other's input online. This position is critical to the Communication & Engagement Department goal to foster mutually beneficial relationships between the city and those it serves, and to cultivate an informed and engaged community .

The deputy city clerk position was initially requested because the number of City Council inquiries grew significantly the 4 years prior (2015 -2019), The position was needed to assist with the administration of City Council inquiries, to establish a single point of contact for City Council and community requests for information in the City Clerk's Office, to establish a standard turnaround time for council inquiry responses and to provide capacity to meet that standard, This addition made a limited term position permanent. Position needed to continue to meet current service demands for building inspections, which is continuing to grow. Difficult to maintain acceptable customer service level without overtime. Inspections would otherwise need to be delayed with a negative impact on development colllmunity, including single family homeowners with renovation projects. There has been an increase in complex building locations such as hillsides and canyons, and new construction alternative like greywater systems, recycled building materials, photovoltaic, etc., for which staff must dedicate additional time for education.

This addition made a limited term position permanent. To provide customer service at the development services counter for CED. This position helps maintain the minimum technicians needed at the front counter to sustain quality customer service and address needs of development community.

This additiona made a limited term position permanent. This position if made permanent would oversee and manage the day to day work for the newly adopted Transportation Demand Management Program. Without it, there would be no position to oversee this program, associated consultants, and we would not be able to meet the obligations required of the city based on the lawsuit against the city because existing staff has no additional capacity to add this work to existing responsibilities.

This addition made a limited term position permanent, to allow for maintenance of current customer service levels for processing of development applications and to handle additional engineering demands related to flood plain analysis and Transportation Demand Management programs. Designated engineer to work on items related to the General Plan lawsuit and the Climate Action Plan; critical to retain in order for LDE to complete assigned tasks and provide expertise required for city to meet FEMA standards and implement the new TDM program.

The Assistant City Attorney will help support city's legislative platform and other legislative initiatives requested by the City Council.

Without this position, the City Attorney 's Office will not have the necessary resources to meet City Council expectations surrounding legislative engagement.

The Administrative Secretary will support the newly created Deputy City Manager, Community Services, position . Duties will include managing legal documents for review and ·signature, coordinating the review of staff reports from departments in the branch, preparing and proof-reading memos, providing general administrative support and assisting with Citizens Academy and other special programs and events.

Attachment A
19-20 City Manager
19-20 City Manager
19-20 Finance
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Finance
19-20 Fire
19-20 Fire
19-20 Human Resources
19-20 Human Resources
19-20 Human Resources
Business Intelligence &
Analytics Manager
Intergovernmental Affairs
Manager
Assistant to the Treasurer
Engineering Technician II
MGT
MGT
CCEA
CCEA
Code Enforcement Officer II CCEA
Code Enforcement Program MGT
Manager
Housing Assistant CCEA
Program Manager MGT
(Homeless Response Plan)
Accountant CCEA
Business Systems Specialist CCEA
Senior Office Specialist CCEA
Human Resources CCEA
Technician
Management Analyst MGT
Senior Office Specialist CCEA
General Budget 1.00
General Budget 1.00
General Budget 0.25
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
The Business Intelligence & Analytics Manager would serve as a technical expert in the development and implementation of citywide data analytics and business intelligence projects, systems and management . The role includes developing decision support systems solutions, supporting departments on special projects, developing data policies, governance and management, and ensuring data collection, quality control, management and governance meet or exceed best practices. This manager will also oversee compliance with state, federal and international data standards . For G-4 City of Carlsbad 2019-20 Operating Budget example, the California Consumer Privacy Act was passed in 2018 and goes into full effect on January 1, 2020. This position would help ensure that companies that contract with the city are compliant with this law and other data related laws. This position will also provide expert support to the city's legislative affairs efforts to ensure state rules regarding data collection, governance, privacy and disclosure are followed and the interests of the city are represented when new legislation is considered.

The Intergovernmental Affairs Manager will maintain an updated legislative platform reflecting the City Council's policy priorities and oversee the city's government relations and public affairs initiatives. This includes managing the city's lobbyists, coordinating communication with legislative offices, and arranging testimony and other engagement on proposed legislation . This position will also serve as a single point of contact for other government agencies in the region to ensure close coordination of activities affecting the Carlsbad community.

This conversion a 0.75 full time position to a regular 1.0 full time position to better support the elected City Treasurer.

The Community & Economic Development (CED) customer service team at the front counter for development services performs permit processing, research assistance, internal and external customer service, site surveys and inspections and manages information systems.

Adding this position will allow for timely customer service and the reallocation of a senior position that will lead to improved performance overall.

For the past year, an employee in the city's Finance Department has served in this position in a temporary capacity. As a result of staffing this need, the city ha's processed a 13 percent increase in business license code cases from fiscal years 2017 to 2018 and 27 percent more general code cases. This staff position also enabled additional compliance and inspection services, back up cashiering services and a significant increase in collection of license fees and transient occupancy tax for short term vacation rentals. To maintain current levels of service, this position is being added on a permanent basis.

The number of code enforcement staff has increased in recent years to enable coverage seven days a week from 7 a.m. to 6 p.m.

Current staffing includes three full time and seven part time employees. This new position will provide daily management of the code enforcement program, which will help ensure its effective and efficient implementation, while enabling the current supervisor to focus on other priority needs in the department .

With a vacancy rate of less than 1% in Carlsbad for rental properties, it is difficult for residents to find available housing. This position will help identify housing opportunities for those who qualify such as homeless, voucher holders and low-income residents. This position will be funded through the Housing Trust Fund and will provide dedicated housing assistance and navigator support which will in turn also allow for the reallocation of time from various city staff who currently provide some level of service to this population.

This position will carry out the efforts and strategies contained in the city's Homeless Response Plan and work directly with people experiencing homelessness in Carlsbad. This position will coordinate the homeless response among city departments and will oversee contractors hired to implement various parts of the homeless response plan, including licensed social workers. This program manager position will be funded through the Housing Trust Fund and therefore not affect resources available for day-to-day city services.

The accountant position will improve the Finance Department's ability to produce timely reports that comply with regulations and support daily management decision making citywide . This position will also enable the city to identify potential new revenue streams, develop an automated end to end accounts payable system and improve the transparency of the city's financial information.

This new position will collect, analyze and communicate data atross multiple platforms to fire management to aid in decision making.

This position will also assist in the deployment of current, new and emerging technologies, coordinate maintenance, and provide user technical support. Lastly, the Business Systems Specialist will act as a liaison between inter-department and outside agencies (IT, North County Dispatch JPA, County of San Diego, regional technology partnership, and emergency alerting technologies).

In today's fire service, departments must move from a reactive to a predictive state. This position will collect, analyze, and communicate data across multiple platforms to fire management for further analysis. They will assist in the deployment of current, new, and emerging technologies, coordinate maintenance , and provide user technical support. Lastly, the Business Systems Specialist will act as a liaison between inter-department and outside agencies (IT, North County Dispatch JPA, County of San Diego, regional technology partnership, and emergency alerting technologies).

This position would manage compliance training programs and support trainings for employee engagement and workforce development. This includes research, development, coordination and implementation of new or existing trainings.

The Ma11agement Analyst will ensure the city is in compliance with the DOT program, DMV program, Department of Justice (DOJ) and 1- 9 compliance as well as participate in labor negotiations and assist with employee relations and training and development.

This position will play a lead role in the areas of 1) Safety & Security 2) Compliance 3) Records Retention and 4) Customer Service.

Att~ chmentA
19-20 Information Client Systems Administrator CCEA
Technology
19-20 Information GIS Associate Administrator CCEA
Technology
19-20 Information IT Operations Security MGT
Technology Manager
19-20 library & Cultural Arts Community Arts Coordinator MGT 19-20 Library & Cultural Arts Library Assistant CCEA
19-20 Police Police Records Specialist II CCEA
19-20 Construction Mgmt. & Associate Contract CCEA
Inspection Administrator
19-20 Environmental Environmental Specialist II CCEA
Sustainability
19-20 Fleet & Facilities Public Works MGT
Superintendent, Fleet
19-20 Utilities SCADA Supervisor MGT
19-20 Transportation Senior Engineer MGT
Internal Budget
Service
Internal Budget
Service
Internal Budget
Service
General Budget
General Budget
General Budget
General Budget
Enterprise Budget
Internal Budget
Service
Enterprise Budget
General
Fund
Budget

1.00 1.00

1.00 2.00

1.00 1.00

1.00 Internal
Efficiencies/Support
Internal ·
Efficiencies/Support
Internal
Efficiencies/Support
New/Expanded Services
& Programming
New/Expanded Services
& Programming
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Unfunded
mandates/Regulatory
Internal
Efficiencies/Support
Unfunded
The Information Technology Service Desk is currently staffed with three junior level Client System Associates. The addition of a Client Systems Administrator will add capacity and technical expertise to handle troubleshooting and resolution of complex issues and general oversight for all incidents, device replacements and software installation. This position will also develop and manage a knowledge base to assist staff in finding answers to their technical problems and helping them learn new technology .

The Associate GIS Administrator will support the GIS Division in managing complex, server-based GIS technology; assist with system integration efforts, scripting data automation and performing system performance monitoring and tuning; and provide backup capabilities to the lead GIS Administrator and will significantly enhance business continuity. This position will also create additional capacity to deploy the city's first Web GIS platform, which will host a new suite of intranet applications, a spatial business intelligence capability as well as advanced capabilities such as cloud-based GIS collaboration, community engagement and an open data portal. All these services directly align with the "Connected Carlsbad" plan and will greatly enhance the city's data-driven decision-making capabilities.

This position would create, implement and manage an updated IT security program and provide the framework for ensuring the security of future "Connected Carlsbad" initiatives. This position will be coupled with high level, 24 hour a day network monitoring provided by an external service with cybersecurity expertise. Having a position dedicated to security and supported by the proper resources is key to a successful cybersecurity strategy.

This new position will manage the city's public art program. The Cultural Arts Office has maintained the same level of full-time staffing since 2001; thus staff struggles with the capacity to meet the specific demands and technical knowledge required to bring forth new public art projects. A public art coordinator would bring an in-depth knowledge of national trends in public art and how best to bring them to Carlsbad. In addition to managing new projects, this position would al.So handle the ongoing maintenance of the current and future public art collection city-wide
The new position of Library Assist~nt at the Library Learning Center will support the programs and services of the Library Learning Center, with a primary focus on literacy services. This poSition will also support the Library's desire to open the Learning Center on Saturdays. Adding Saturday hours will also provide the resources and space necessary to pursue new state grant funding for family literacy programming. The additional service hours and the additional programs made possible by this position will increase the visibility of the Learning Center and further develop it as a destination that addresses the diverse learning aspirations of our community .

In addition to handling the increased records workload, the new records technicians will provide customer service assistance from a new detached lobby area currently planned at the Safety Center. This will enable members of the public to more easily obtain records, get their questions answered and conduct other business with the Police Department.

Currently, one staff person oversees contract administration. When this staff person is unavailable for unforeseen reasons, time sensitive tasks cannot be completed, causing significant project delays. These tasks include contract change orders, permits tracking, notices of completion, bonds and securities, cash reductions/releases, payments to contractors, warranty punch lists, records management and project close-outs. This budget proposes a position to increase capacity and ensure projects are delivered in a timely manner that meets public expectations .

New solid waste regulations, SB 1383 and AB 1826, require that the City of Carlsbad develop and implement a program to recycle organic waste, which includes food waste, green waste and other plant- and animal-based biodegradable materials, to help meet the state's recycling and greenhouse gas emission goals. By complying with these new regulations, Carlsbad residents and businesses will have access to services that enable convenient and cost-effective organics recycling.

A fleet superintendent is needed to perform the following key functions: Comprehensive oversight of fleet vehicles including their usage, operator safety, technology updates, driver training, data integrity , shop/staff safety, vehicle assignments and fleet rightsizing.

Compliance with the Climate Action Plan and other sustainability goals. Developing and overseeing common vehicle specifications and procurement best practices. Development and enforcement of guidelines and policies for the use of city fleet vehicles to protect staff and fleet assets. Additionally, to support approved goals of the city and to address potential risk this budget proposes to invest in global positioning system {GPS) technology that will improve safety and compliance with city policies.

A new, integrated Supervisory Control and Data Acquisition or "SCADA" system was identified as part of a comprehensive master mandates/Regulatory planning process for the city's water and wastewater systems, and the city is now ready to proceed with its implementation. A SCADA Supervisor will oversee the new monitoring and control system for drinking water, recycled water and wastewater, starting with overseeing implementation of the new system. Once developed, the supervisor will manage it on a daily basis, including enhanced automation of monitoring and reporting, optimizing maintenance schedules, early detection of potential system problems, and remote operation of the system. Without this position, an asset manager in the Utilities Department would take on this new work, leaving other duties under-resourced and the system vulnerable to operational failures and costly repairs.

Internal
Efficiencies/Support
A well-maintained storm drain system helps protect water quality in Carlsbad's lagoons and the ocean, safeguard public health and prevent property from flooding. The city has a Drainage Master Plan that identifies priority projects to keep the system working effectively and address parts of the city in need of new or improved infrastructure. One engineer is currently assigned to handle drainage projects, which is not sufficient to meet current and future needs. There are currently 20 active drainage projects and 16 future projects that have no staff resources assigned. The older Village and Barrio areas of the city have the most significant needs in this area. This new position can address these needs as well as other projects identified in the Village and Barrio Master Plan.

Attachment A
19-20
Environmental Sustainabi
lity
19-20
Community Development
19-20
Police
19-20
Fire
19-20
Fire
19-20
Fire
19-20
Fire
19-20
Police
19-20
Police
Senio
r En
vironmental
Specialist
CCEA
Enterprise
Budget

1.00 Senior
Office
Specialist
CCEA
General
School
Resource
Officer
CPOA
General
Fire
Captai
n Specialist
CFA
General
Fire
Prevention
Specialist
CFA
Gene
ral
Fire
Prevention
Special
ist
II
CFA
General
Paramedic
lifeguard
Lieutenant Police
Officers
Police
Sergeant
CFA
General
CPOA
Genera
l
CPOA
General
Budget

0.75 Mid-year

1.00 Budget

0.75 Budget

2.00 Mid-year

2.00 Budget

8.00 Budget

1.00 Unfunded
State-
mandated
stor
m
wate
r pollution
prevention
regulation
s help
prevent
trash
and
othe
r contaminants
from
entering
Carlsbad's
mandates/Regulatory
lagoon
s and
the
ocean,
where
they
could
harm
the
enviro
nment
as
well
as public
health.

Th
is
position
is
critical
to
support
compliance
with
ne
w
and
existing
regulations,
including
an
Amendment
to
the
Water
Quality
Control
Plan
fo
r Ocean
Wate
rs
of
California
to
Cont
rol
Trash
and
Part
I Trash
Provision
of
the
Water
Quality
Control
Plan
for
Inland
Surface
Waters,
Enclosed
Bays,
and
Estuaries
(Trash
Amendments)
. This
position
will
also
assist
with
contracts,
customer
service,
special
projects
and
studies
that
are
requirements
of
the
San
Diego
Regional
Wate
r Quality
Control
Board
storm
water
permit.

Internal Efficiencies/Support Public
Safety
Public
Safety
Public
Safety
Public
Safety
Public
Safety
Public
Safety
Public
Safety
This
was
a conversion
from
limited
term
to
full
time,
for
handling
of
bonds
and
agreements.

It also
provided
support
for
the
senior
management
analyst
in
the
department
and
provided
bac
k-up
administrative
support
to
other
divisions
In
December
2018,
Carlsbad
Unified
was
awarded
a grant
from
the
state
to
employ
an
additional
SRO
to
serve
the
three
middle
schools
in
Carlsbad
over
a 3
year
period.

CUSD
reimbursed
the
city
for
half
of
the
personnel
costs
for
ten
months
per
fiscal
year
through
2022
.

The
SRO
provides schools
with
education
and
equipment
on
tobacco
use
and
prevention,
responding
to
all
law
enforcement
related
matters
during
school
hours
at
the
school
facilities,
documenting
all
incidents
and
crimes
as
necessary,
attending
school
events
and
other
meetings
as
necessary.

The
SRO
wi
ll also
conduct
criminal
investigations
as
assigned for
matter
s related
to
the
school
campuses
01 schoo
l staff,
among
related
ta
sks.

See
Resolution
No
. 2019-011,
dated
1/29/2019
This
position
will
pla
y a
role
in
supporting
, managing
, and
coordination
within
the
Training
Division
. They
will
suppo
rt
traini
ng
, battalion
chiefs,
EMS
, public
education,
and
paramedic
students.

They
will
manage
the
training
calendar,
regio
nal
training
plans,
Target
Solutions
,
and
state
mandated
training
requirements.
lastly,
they
will
coordinate
conferences
a·nd
travel,
and
reimbursement
programs
(Fire
98,
UASI,
and
CalJAC).

The
addition
of
a fire
training
captain
will
also
alleviate
some
of
the
work
that
is
currently
completed
either
on
overtime
or
while
on-duty
(taking
units
out
of
service).

This
includes
acting
as
an
instructor
for
the
New
Hire
Academy,
as
well
as
other
assig
nm
ents
line
personnel
perform.

They
would
also
add
a leve
l of
depth
to
training
conducted
at
the
Safety
Training
Center,
where
a
certified
instructor
and
safety
officer
are
required
when
following
NFPA
1403.

Carlsbad's
ample
natural
open
space
presents
hazards
that
must
be
managed
to
ensure
public
safety.

The Hazard
Reduction
Program
is
cu
rrently
managed
by
a part
-time
employee.

Due
to
increased
needs
ove
r the
past
five
years,
this
leve
l of
effort
is
no
longer
adequate
tc
meet
the
demand
for
the
city's
weed
abatement
program,
fuel
modification
review
and
inspection
program,
and
responding
to
resident
complaints
related
to
vegetation,
open
burning
and
general
fire
code
complaints.

The
addition
of
two
Fire
Pre
ve
ntion
Specialist
II positions
will
enable
the
Fire
Department
to
complete
req
uired
inspections through
a
coordinated
program
wit
h ded
icated
resources,
re
sulting
in
a more
efficient
imp
lementation
and
better
consistency
in
operations.

Without
these
positions,
reso
ur
ces
would
ha
ve to
be
reallocated
from
vital
fire
department
acti
vities o
r inspection
of
new
construction
leading
to
a reduced
leve
l of
service overall.

In
201
7,
City
Council
directed
staff
to
create
a pilot
summer
lifeguard
program
at
North
Beach
due
to
increasing
public
safety
concerns
in
the
area.

In
2018,
Council
voted
to
pro
vide
lifegua
rd
services
there
long
term
and
asked
staff
to
return
with
proposals
from
outside
agencies
to
provide
these
services
as
we
ll as
a plan
from
the
Fire
Department
to
continue
pro
viding
lifeguard
services
moving
forward.

After
receiving
that
report,
the
Council
elected
to
hire
these
2 new
lifeguard
Positions
to
provide
permanent
lifeguard
services
at
North
Beach.

This
option
was
the
middle
cost-wise
of
the
three
options
and
provided
the
greatest
amount
of
flexibility
and
service
level.

See
staff
report
and minutes
dated
October
23,
2018.

The
most
recent
SAN
DAG
report
shows
that
the
City
of
Carlsbad
has
the
second
low
est
officer
to
citizen
ratio
in
the
county
at

1.05 officers
to
1,000
citizens
. The
response
times
for
Priority
2 and
Priority
3 calls
i3re
approximately
19 minutes
and
30 minutes
respectively
, and
the
2017
population
count
shows
that
Carlsbad
has
increased
in
population
by

1.24$
(115,330
residents).

Four
sworn
officer
posi~ions
will
be
assigned
to
the
Patrol
Division,
two
sworn
officer
pOsitions
will
be
assigned
to
the
Traffic
Division
as
Motor
Units
, and
two
officers
will
be
assigned
to
the
Homeless
Outreach
Team
. The
Carlsbad
Police
Department
currently
has

1.05 officers
per
1,000
residents
, which
is
the
second
lowest
for
budgeted
officers
and
third
lowest
for
actual
sworn
strength.

Recent
staffing
study
also
sho
wed
additional
staffing
was
needed
in
Patrol.

The
Tr
affic
Division
Motor
Units
wou
ld
be
responsible
for
providing
traffic
enfo
rcement
throughout
city,
providing
dedicated
enforcement
at
all
the
schools
during
drop
off/pick
up
hours,
responding
to
traffic
Currently
one
sergeant
supervises
three
Crime
Suppression
Team
detectives
and
two
Hom
eless
Outreach
Team
officers.

The
detecti
ves
focus
on
crime
prevention
strategies
, often
involving
dangerous
criminals
, wit
hin
Carlsbad
and
outside
the
area
, who
pose
a threat
to
Carlsbad's
safety.

Adding
a dedi
cated
sergeant
for
the
Hom
eles
s Outreach
Tea
m
will
result
in
both
teams
having
full
time
superv
isio
n. It
will
also
enable
the
Police
Department
to
more
effe
ctively
coordinate
wit
h community
partners
and
other
agencies,
w
hich
is
an
important
part
of
the
city's
overall
homeless
response
effort.

Att~chmeotA
FY 2020-21
20-21 Police Community Service Officer CPOA General
FY 2021-22
21-22 Housing & Homeless Director of Housing & MGT General Services Homeless Services
21-22 Housing & Homeless Homeless Services Manager MGT General Services
21-22 Housing & Homeless Management Analyst MGT General Services
21-22 Housing & Homeless Program Manager MGT General
Services
21-22 Human Resources Senior Program Manager, MGT General DEi
21-22 Community Senior Office Specialist {0.75 CCEA General Development to 1.0 conversion)
21-22 Fleet & Facilities Custodians (PT to FT CCEA General conversion)
21-22 Utilities SCADA Technician CCEA Enterprise
21-22 Utilities Utilities Asset Management CCEA Enterprise Program Specialist
21-22 Fire Paramedic Firefighters CFA General
21-22 Fire Emergency Medical UN REP General
Technicians
21-22 Fire Fire Prevention Specialist It CFA General
(0.75 to 1.0 conversion)
21-22 Police Police Sergeant CPOA General

2.00 Mid-year 2.00 Public Safety

25.50 Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 Internal
Efficiencies/Support
Budget 0.25 Internal
Efficiencies/Support
Budget 3.00 New/Expanded Services
& Programming
Budget 1.00 Unfunded
mandates/Regulatory
Budget 1.00 Unfunded
mandates/Regulatory
Budget 9.00 Public Safety
Budget 3.00 Public Safety
Budget 0.25 Public Safety
Budget 1.00 Public Safety
Council voted to approve these new positions to enforce timed parking restrictions in the Village area. While timed parking had previously been signed in the Village it was not frequently enforced due to limited resources. Staff proposed hiring two CSO lls to enforce these rules or an option to repeal the rules and Council elected to approve the positions. Steady increases in visitation to the Village leading up to this report led to the Police Department's request for resources to enforce the limitations on Village parking. The Carlsbad Chamber of Commerce and CVA both advised they wanted to see parking restrictions enforced . See staff report and minutes dated Jan. 28 2020.

To successfully implement the City Council's goal of increasing the supply of available affordable housing and reducing homelessness, a new department within the Community Services Branch was added. The Director provides leadership and technical expertise on housing and homeless services.

The position develops and implements the programs and services needed to carry out the City Council goal of reducing homelessness.

Solicits outside grants to bring in additional funding for homeless services.

The newly created HHS department oversees many funding sources and contracts. The Management Analyst oversees budget functions, monitors funding allocation and expenditures, processes contracts, and compiles performance data for reporting.

This position will support grant tracking for three new grants received, works on data management to accurately report on outcomes, coordinates with partner agencies on contract progress and invoice processing.

This position will work with the City Council, employee and executive steering committees, and consultants to create a comprehensive work plan to embed the values associated with DEi into city culture, and will execute the work plan including items such as guidelines, policies, trainings, etc. The position will monitor progress and implement changes as necessary and will also coordinate related community outreach and engagement events.

This position is essential because it provides support to the entire department, specifically the senior management analyst, contracts processing, invoice processing and back-up coverage for other admin staff and the annual budget . General administrative tasks will not happen in a timely manner and some items will be passed along to other staff who are already over-tasked .

An operational study conducted in 2019 found the current staffing levels for custodial services to be inadequate; these positions better preserve public health and safety by maintaining hygienic and cleanliness standards of city facilities for staff and the public.

Implementation of the new SCADA system will require a SCADA Tech. with knowledge to monitor water and wastewater flows remotely .

If this position is not received, we will not be able to hire a technician to implement the new SCADA system. In order to continue to conduct all of the required duties associated with water service to our customers we need the position .

The city
1 s Asset Management Master Plan called for a Utilities Asset Management Program Specialist in order to move forward with the plan's projects, resulting in proactive rather than emergency repairs, and assistance on compliance with new regulations.

These positions were added as part of the Council goal to bring the Fire Department into conformance with Standards of Cover evaluation.

The Fire Department administers an annual Hazard Reduction Program for all privately-owned open space land in the city. The program is currently managed by a 0.75 full -time equivalent position . Without additional resources, the Fire Department cannot proactively manage and respond to the increased level of resident concerns about wildfire hazards and requests for property evaluations outside the existing program. The program has undergone many variations over 20 years. As presented to the City Council on Dec. 15, 2020, the Fire Department recommends expanding the existing program to a year-round proactive program that supports and allows for more regular and ongoing interactions with homeowner associations and more timely responses to citizen concerns. Without additional resources, the Fire Department cannot conduct proactive, routine inspections within homeowner association-controlled property and privately maintained areas. Please see attached staff report for additional program information. The program was administered by a part-time position for 15 years. In fiscal year 2019-20, the part-time position was converted to a 0.75 full-time Fire Prevention Specialist II.

In December 2020, the City Council asked staff to return with a report on a potential motel voucher program to help address homelessness in Carlsbad. On March 23, 2021, staff returned with a report containing 7 options for addressing homelessness on a short term and long term basis, including a motel voucher program but also other options. One of these was to hire one new police sergeant and two new police officers to be primarily deployed on bike and foot as homeless outreach officers, providing an additional four days of coverage beyond the existing HOT. Homeless related calls for service had increased over 20% in the year prior to this report. The new officers provide additiona ·I support, visibility and coverage to the downtown area and allow the HOT to be more responsive to the needs of the community . See staff report and minutes dated March 23, 2021.

Attachment A
21-22 Police Police Officers CPOA General
FY 2022·23
22-23 Police Management Analyst MGT General
22-23 Fleet & Facilities Senior Engineer (5-Year MGT General limited Term)
22-23 Utilities Management Analyst MGT Enterprise
22-23 Innovation & Econ. Strategic Plan Analyst CCEA General Development
22-23 Parks & Recreation Senior lifeguards CCEA General 22-23 Parks & Recreation Park Planner (5-Year Limited CCEA General Term)
22-23 Housing & Homeless Housing Assistant CCEA Special Services Revenue
22-23 Information Client Systems Associate CCEA Internal Technology Administrator Service
22-23 Utilities Utility locator CCEA Enterprise
22-23 Fire Community Health Nurse MGT General
22-23 Communication & Community Relations MGT General
Engagement Manager
22-23 Communication & Community Relations MGT General
Engagement Manager
22-23 Environmental Environmental Specialist CCEA General Sustainability
22-23 Environmental Environmental Specialist CCEA Enterprise Sustainability
22-23 library & Cultural Arts Circulation Supervisors {0.75 CCEA General to 1.0 conversions)
22-23 Fire Emergency Medical UN REP General
Technicians
Tota l
Budget 2.00

33.50 Budget 1.00
Budget 1.00
Budget 1.00
Budget 1.00
Budget 4.00
Budget 1.00
Budget 1.00
Budget 1.00
Budget 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 2.00
Mid-year 4.00
Mid-year 0.50
Budget 12.00
130.50
Public Safety
Interna l
Efficiencies/Support
Internal
Efficiencies/Support
Unfunded
mandates/Regulatory
Internal
Efficiencies/Support
Internal
Efficiencies/Support
In December 2020, the City Council asked staff to return with a report on a potential motel voucher program to help address homelessness in Carlsbad. On March 23, 2021, staff returned with a report containing 7 options for addressing homelessness on a short term and long term basis, including a motel voucher program but also other options. One of these was to hire one new police sergeant and two new police officers to be primarily deployed on bike and foot as homeless outreach officers, providing an additional four days of coverage beyond the existing HOT. Homeless related calls for service had increased over 20% in the year prior to this report. The new officers provide additional support, visibility and coverage to the downtown area and allow the HOT to be more responsive to the needs of the community. See staff report and minutes dated March 23, 2021.

Assists in the workload currently assigned to one person, including budget preparations, contracts, grants and council inquiries.

This 5-year limited term position will cover anticipated workload for the next 5 years currently programmed in the CIP. Specifically, this position will assist in project delivery to the public safety related projects like Fire station! Will take on some tasks of existing Senior Management Analyst and allow department to complete financial tasks and special projects.

Maximizes sound financial management of the three Carlsbad Utilities enterprises to maintain good stewardship of ratepayer funds.

Support the work outlined in the Citywide Data Governance and Management Council Policy, along with having responsibility for analyzing data related to the Strategic Plan's five goals, 28 strategic objectives, and over 60 priority projects The city's aquatic centers were significantly impacted by the nationwide staffing shortages and lap swimming and aquatic programs were also
reduced . Full time staff helps ensure dependability as opposed to the high turnover in part-time staff, as FT are more stable and provide the public with the greatest potential fo r regular hours of operations and programs at the pools.

New/Expanded Services Assist with high priority project over the next 5 year for the public, including delivery of the Veteran's Memorial Park. & Programming
New/Expanded Services The administration of the city's Section 8 program is understaffed. This position allows the city to avoid underutilizing the federal funds & Programming allowed for this program, meaning more low income Carlsbad households will receive assistance.

Internal Will provide front line support and incident response in a timely manner. This also helps avoid long delays in resolving system outages.

Efficiencies/Support
Unfunded Enabled the city to meet increasing mark out needs with cost ~avings from reduced contractor use, greater efficiency, and better mandates/Regulatory accuracy.

New/Expanded Services A new community health nurse position will support public and workforce health requirements and serve as a public health specialist & Programming and health care provider . The position will improve the department's response to current and future community health concerns by centralizing responsibilities managed by Human Resources, Police, and Fire. The position will coordinate continuing education needs with system performance to improve service delivery and patient outcomes.

Internal Having a full time staff member will meet department 1 s needs more so than current part time staff. Due to the increasingly fast-paced Efficiencies/Support nature of communication today, part time staff in the Communication & Engagement Department face logistical challenges, such as the need to frequently stop work and hand off assignments before they're completed and re-establish situational awareness at each shift.

Outsourcing community engagement has had mixed results, with some consultants lacking familiarity with the Carlsbad community and its culture.

Unfunded Implement the Sustainable Materials Management Plan and additional sustainability initiatives directed by the City Council, such as the mandates/Regulatory single-use plastics ban
Unfunded Implement the Sustainable Materials Management Plan and additior)al sustainability initiatives directed by the City Council, such as the mandates/Regulatory single-use plastics ban
Internal Circulation has been unable to adequately fill part-time positions and retain part-time staff. The ongoing and continuous demands of Efficiencies/Support recruiting results in less mentorship and coaching, which impacts staff development, connectedness and morale. This request for additional circulation supervisor staffing will help address these gaps.

Public Safety These positions were added as part of the Council goal to bring the Fire Department into conformance with Standards of Cover evaluation
Attachment A

Carlsbad City CouncilJune 22, 2023

Carlsbad City Council
June 22, 2023