Carpinteria City Council
October 28, 2024

City of Carpinteria
City Council Regular Meeting Agenda
Monday, October 28, 2024
Council Chamber, 5775 Carpinteria Avenue, Carpinteria, CA 93013 5:30 p.m. Regular Meeting
In-Person and Virtual Participation Options
Attendance/Viewing Options:
• Attend the in-person meeting in City Council Chambers at City Hall (5775 Carpinteria Ave.).
• View the meeting live through the City’s website (https://carpinteriaca.gov/cityhall/agendas-meetings/). • View the meeting on Government Access Television Channel 21 (broadcast live and rebroadcast on the Wednesday and the Saturday following the meeting at 8:00 p.m. and 5:00 p.m., respectively).
• Call 669-900-9128 (and enter Webinar ID 889 0390 2262) to listen to the meeting. • Join the City’s Zoom webinar by CLICKING HERE. Alternatively, you can join the Zoom webinar by logging on to www.zoom.us, downloading the application, selecting “Join Meeting”, and entering Webinar ID 889 0390 2262.
• Spanish interpretation will be available at the in-person meeting and through the City’s Zoom webinar.

Public Comments
• Provide a live public comment in City Council Chambers at City Hall (5775 Carpinteria Ave.).
• Provide a live comment through the City’s Zoom webinar platform (through the link provided above). To make public comments through this platform please use the “raise your hand” feature to notify staff that you would like to make a public comment during designated public comment times. Once it is your turn to provide a public comment, staff will unmute your microphone and you will be given a designated amount of time to provide your comment. At the end of your comment, staff will once again mute your microphone.
• Submit a written comment (as either a general public comment or on a specific agenda item) to be distributed to Council Members by 12:00 P.M. on the day of the meeting by either submitting your comment via (1) email to [email protected], or (2) the eComment link on the City's agenda website available at https://carpinteriaca.gov/city-hall/agendas-meetings/. Please reference the agenda item to which your comment pertains. Although written comments become part of the record, they will not be read aloud at the meeting.

City Council Regular Meeting Agenda
October 28, 2024

Please note that the City will make every effort to make the meeting accessible virtually; however, if one of the above virtual attendance/viewing or public comment options is unavailable due to technological issues, you are invited to take advantage of one of the other participation options outlined above (including attending and providing public comment inperson in the City Council Chambers). Additional options may be made available at the meeting.

Levine Act Warning
Applicants and their agents before the City Council are subject to the campaign disclosure provisions detailed in Government Code Section 84308. No City Council Member may accept, solicit, or direct a contribution of more than $250 from any party or agent for 12 months following the date a final decision is rendered by the City. This prohibition commences when an application has been filed, or the proceeding is otherwise initiated. A party to a City proceeding—which includes both applicants and agents—shall disclose on the record of the proceeding any contribution of more than $250 made to any Council Member by the applicant or agent, during the preceding 12 months. No party to a City proceeding, or agent, shall make a contribution to a Council Member during the proceeding and for 12 months following the date a final decision is rendered by the City. Prior to rendering a decision on a City proceeding, any Council Member who received contribution of more than $250 within the preceding 12 months from any party, or agent, to a proceeding shall disclose that fact on the record of the proceeding, and shall be disqualified from participating in the proceeding. However, if any Council Member receives a contribution that otherwise would require disqualification, and returns the contribution within 30 days of knowing about the contribution and the relevant proceeding, the Council Member shall be permitted to participate in the proceeding. If you believe that these provisions apply to you or a Council Member, please inform the City Clerk at the earliest possible opportunity. Failure to do so may affect the City’s ability to process your application.

CALL TO ORDER

ROLL CALL

PLEDGE OF ALLEGIANCE
COUNCILMEMBER(S) REQUEST FOR REMOTE PARTICIPATION UNDER AB 2449:

The City Council may consider Councilmember(s) request to participate in the meeting remotely under the regulations of AB 2449 by making the necessary findings and voting on whether the Councilmember(s) may participate remotely.

AGENDA MODIFICATIONS: The City Council may modify the regular agenda by tabling items, adding urgency items to the agenda, or changing the order in which items are considered. Changes to the Consent Calendar are considered at the time the Consent Calendar is considered.

City Council Regular Meeting Agenda
October 28, 2024

INTRODUCTIONS, PROCLAMATIONS AND PRESENTATIONS

1. Proclamation Recognizing and Celebrating the 38th Anniversary of the California Avocado Festival. (Requires approval prior to presentation of proclamation.)

2. Presentation on Status Report of Carpinteria and Montecito Libraries, including Recommendations regarding Montecito Library joining Carpinteria Community Library by Martín Gómez, Principal Consultant for MJ Gómez and Associates.

CITY MANAGER’S REPORT
The City Manager will report to the City Council regarding various City and/or community events and/or matters of interest. There will be no City Council discussion except to ask questions or refer matters to staff; and no action will be taken unless listed on a subsequent agenda or as otherwise specified below.
a. Senior Services Programming
b. City Employee Updates
c. Updates on Capital Improvement Projects
d. Updates on Development Applications
e. Other City/Community Updates

PUBLIC COMMENT ON MATTERS NOT ON THE AGENDA
This is a time for public comments on matters not otherwise on the agenda but within the subject matter jurisdiction of the City Council. The Mayor may establish reasonable regulations for public comment based on the time available and/or the number of persons waiting to speak. Typically, the Council’s practice has been to limit each speaker to three minutes. The audio-visual system in the Council Chamber is not available for speaker use during the general Public Comment period.

The City and the City Council are not responsible for the content of statements made during the public comment period, or the factual accuracy of any such statements.

CONSENT CALENDAR: Items on the consent calendar are considered to be routine and are normally enacted by one unanimous vote of the Council. If you wish to speak on a consent calendar item please do so during the public comment period provided at the beginning of this item.

3. Approve the minutes of the regular meeting held October 14, 2024.

4. Receive and file the Expenditures for the period beginning October 7, 2024 and ending October 18, 2024.

5. Receive and file the Report of Contracts Executed by the City Manager for the Period of August 6, 2024 through October 7, 2024.

City Council Regular Meeting Agenda
October 28, 2024

6. Receive and file the Monthly City Treasurer’s Report on Compliance with Statement of Safekeeping and Investment of Public Funds for September 2024.

7. Receive and file the Quarterly Review of the Pension Stabilization Trust.

8. Adopt Resolution No. 6345, receiving and filing the Annual City Investment Policy.

ADMINISTRATIVE MATTERS:

9. Code Compliance Quarterly Report Q3, 2024.

Recommendation: Receive and file the Q3 Code Compliance Quarterly Report.

Staff Presenter: David Hernandez, Code Compliance Supervisor a. Staff Report
b. Public Comment
c. City Council Determination
PUBLIC HEARING: NONE

CONSIDERATION OF ANY ITEMS REMOVED FROM CONSENT CALENDAR AND/OR

OTHER AGENDA ITEMS REQUESTED TO BE ADVANCED
MATTERS CONTINUED FROM PREVIOUS MEETINGS: NONE
OTHER BUSINESS:

10. First Quarter Department Reports for Fiscal Year 2024/25 Budget.

Recommendation: Receive and file First Quarter Department Reports for Fiscal Year 2024/25 Budget.

Staff Presenter: Michael Ramirez, City Manager
a. Staff Report
b. Public Comment
c. City Council Determination
LEGISLATIVE UPDATE: The City Council will discuss local, state and/or federal legislation under consideration and decide whether to direct staff to place a matter(s) on a future City Council agenda r consideration.

COMMITTEE REPORTS, INQUIRIES AND OTHER MATTERS PRESENTED BY

COUNCILMEMBERS
City Council Regular Meeting Agenda
October 28, 2024

Informational reports from Councilmember representatives on the committees, commissions and organizations listed below. This is also an opportunity for Councilmembers to request information from staff or seek support from fellow Councilmembers for future agenda items.

1. Appointees to Other Government Agencies
a. Beach Erosion Authority for Clean Oceans and Nourishment (BEACON) (Solórzano/Alt. Clark)
b. California Joint Powers Insurance Authority (CJPIA) (Clark/Alt. Alarcon) c. Santa Barbara County Association of Governments (SBCAG)(Clark/Alt.

Nomura)
d. Santa Barbara County Air Pollution Control District (APCD)(Clark/Alt. Nomura) e. Central Coast Community Energy (3CE) (Goleta/Alt. Nomura) f. Santa Barbara Mosquito and Vector Management District (Joe Franken) g. Santa Barbara Metropolitan Transit District (Solórzano)

2. Regional Committees
a. Channel Counties Division, League of California Cities (Nomura/Alt. Alarcon) b. Santa Barbara Joint Affordable Housing Task Group (Alarcon & Solórzano) c. Santa Barbara County Elected Leaders Forum to Address Homelessness (Clark/Alt. Alarcon)
d. South Coast Youth Safety Partnership (Solórzano/Alt. Lee) e. Multijurisdictional Solid Waste Task Group (Lee/Alt. Alarcon)

3. Joint and Standing Committees
a. City Council/Economic Vitality Committee (Alarcon & Lee) b. City Council/Public Safety Committee (Clark & Nomura) c. City Council/School Board Committee (Lee and Alarcon) d. City Council/Utilities Committee (Lee & Nomura)
e. City Council/First District Supervisor Committee (Lee & Solórzano) f. City Council Finance/Budget Committee (Alarcon & Clark) g. Transportation Committee (Lee & Clark)
h. Development Review Committee (Joint Committee membership from City Council, Planning Commission and Architectural Review Board) (CC: Clark & Nomura) (PC: To Be Selected by Planning Commission) (ARB: Stein & O’Connor)
i. General Plan and Coastal Plan Update Committee (Joint Committee membership from City Council and Planning Commission) (Lee & Clark) (PC:

Benefield and Salant)
j. Public Facility Site Acquisition/Development Committee (Clark & Nomura) k. City Council Boards, Commissions and Committees Review Committee (Clark & Nomura/ Alt. Lee)
l. Sustainability Committee (Nomura & Solórzano)
City Council Regular Meeting Agenda
October 28, 2024

4. Ad Hoc Committees
a. Civic/Youth Engagement Committee (Lee & Nomura)
b. Harbor Seal Advisory Committee (Solórzano & Alarcon) c. Appointment Process Committee (Alarcon & Clark)

5. Appointed Representatives to Area Boards & Committees a. Community Media Access Center (Gary Dobbins)
b. County Library Advisory Committee (Gail Marshall)

ATTENDANCE OF COUNCILMEMBERS FOR FUTURE MEETINGS

ADJOURNMENT
The next regular City Council meeting will be held November 12, 2024 at 5:30 p.m.

In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting, please contact the City Clerk's Office at (805) 755-4403 or the California Relay Service at (866) 735-2929. Notification two business days prior to the meeting will enable the City to make reasonable arrangements for accessibility to this meeting.

Materials related to an agenda item submitted to the City Council after distribution of the agenda packet are available for public review at the City Clerk's Office, located at 5775 Carpinteria Avenue, Carpinteria, CA 93013 or by going to the City’s website at https://carpinteriaca.gov/city-hall/agendas-meetings/.

This agenda was posted on Thursday, October 24, 2024, in the City Clerk's Office, on the City Hall Public Notices Board, and on the Internet.

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
October 28, 2024

ITEM FOR COUNCIL CONSIDERATION
Presentation on Status Report of Carpinteria and Montecito Libraries, including Recommendations regarding Montecito Library joining Carpinteria Community Library.

STAFF RECOMMENDATION
Receive and file presentation.

Sample Motion: I move to receive and file the presentation.

BACKGROUND
In 2020, the Friends of the Carpinteria Library and the Friends of the Montecito Library commissioned a feasibility study by Martín Gómez and Susan Hildreth to determine the options available to the then branch libraries of Carpinteria and Montecito. Both locations were being operated by the Santa Barbara Public Library. In 2020, it was determined that Carpinteria could operate an independent library, due substantially to the passage of Measure X in 2018, and the support of City Council, which began with the creation of a Library ad hoc committee in in 2019 via Resolution No. 5879.1 In 2020, it was determined that Montecito Library was not able to become independent from Santa Barbara or join with Carpinteria to become part of a newly established Zone 5.

At the City Council meeting on January 11, 2021, City Council directed staff to provide an updated report on the potential addition of the Montecito Library to Zone 5. It was directed by Council that this occur after the City completed two full years of operation of the Carpinteria Community Library, which was achieved in July of this year.

DISCUSSION
The purpose of this agenda matter is to receive a report from Martín Gómez with mjgómez associates
independent municipal library, and (2) the pros and cons of Montecito Branch Library 1 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=455&meta_id=41263 2020 Library Feasibility Report Update
October 28, 2024

becoming a part of Carpinteria Community Library, including recommendations for the City on next steps.

POLICY CONSISTENCY
This agenda item is consistent with City Ordinance No. 747, amending Title 2 of the Carpinteria Municipal Code by modifying Chapter 2.20, City Departments, adding a new Library Division to the Parks, Recreation, and Community Services Department (formerly Parks, Recreation, and Public Facilities - modified via Ordinance No. 768), and adding Chapter 2.38, Municipal Library.

FINANCIAL CONSIDERATIONS
No Additional Funding Requested. Minimal staff time to prepare the report is included in the Adopted FY 2024-25 General Fund Budget. Consultant fees for this report paid for by the Friends of the Montecito and Carpinteria Libraries.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
There are no legal nor risk management considerations presented with this report.

PRINCIPAL PARTIES EXPECTED AT MEETING
Martín Gómez, Principal Consultant for MJ Gómez and Associates

ATTACHMENTS
A. Presentation Slides
B. Status Report Carpinteria and Montecito Libraries
Staff contact: Jody Thomas, City Librarian
(805) 684-4314; [email protected]
Signature
Reviewed by: Jeanette Gant,
Parks, Recreation & Community Services Director,
(805) 755-4449; [email protected]
Signature
Reviewed by:

Ryan Kintz, Assistant City Manager
(805) 755-4400; [email protected] __________________________ Signature

Reviewed by: Michael Ramirez, City Manager
(805) 755-4450, [email protected] Signature
2020 Library Feasibility Report Update
October 28, 2024

ATTACHMENT A
Status Report Carpinteria Community Library & Montecito Branch Library Martín Gómez October 28, 2024 2 Purpose of the Presentation 1. an Independent Municipal Library 2. Report on the Pros and Cons of Montecito Branch Library Becoming a Part of Carpinteria Community Library 3 Public Libraries in California Counties County Free Library Law allows for: Creation of a separate legal entity for library service A dependent special district of the County A mechanism to provide financing flexibility within an existing county library system Counties Libraries in California 45 counties host libraries, 22 of which are county general fund libraries, 23 are county dedicated property tax libraries 4 Library Organization in Santa Barbara County
- Zones o Zone 1 - Santa Barbara (includes Montecito, Summerland, and Mission Canyon) o Zone 2 - Lompoc (includes Vandenberg Village)o Zone 3 - Santa Maria (includes Orcutt, Los Alamos, Guadalupe, Cuyama,)o Zone 4 - Goleta (includes Solvang, Buellton, Santa Ynez, Los Olivos)o Zone 5 - Carpinteria Zone 1 Pre 2017 5
6 7 Municipal funding varies zone to zone. Libraries in unincorporated areas of the county do not have a dedicated revenue stream depend primarily on county per capita funding Limited county per capita funding exacerbates funding and service equity issues across the county. Lack of coordinated leadership. 8 Search for Solutions Board Appointed Library Advisory Committee Ad Hoc Committee has recommended (2018): Minimum service standards (2020 approved y BOS) One-time per capita increases (reviewed annually) Small library fund (reviewed annually) Alternative governance structures (2023 Library Finance JPA proposed) Polling voters re: alternate tax tolerance (2024) Friends of the Carpinteria and Montecito libraries study (2020) 9 Changes in the Library Landscape Post 2020 1. New library zone established (zone 5). 2. Administrative changes at Santa Barbara Public Library (zone 1). 3. Santa Barbara Public Library drops membership in Black Gold Cooperative Library System. 4. Recent studies commissioned by the Board of Supervisor have provided greater clarification regarding options for meeting funding and equity challenges. 10 Status Report Operates in a county-owned building 6 days per week serving a pop. of 12,800 2023/24 budget = $668,200 Library staff appointed 4.0 FTE Library assumes local administrative and management responsibilities Increased library visits and weekly programs Local service orientation 2021 Ordinance 747 creates an independent municipal library in Carpinteria 2022 CCL officially opens with funding from city general fund and Measure X Carpinteria Community Library (CCL) 11 Recommendations for Carpinteria 1. Focus on the creation of a new strategic plan of service for CCL. 2. Work with city leadership to create a plan that supports the aspirations of the residents of Carpinteria. 3. Participate in SB County Library Advisory Committee efforts to support solutions to library equity and funding issues. 12 Status Report Operates 5 days per week in a county-owned facility serving 8,500 pop. 2023/24 budget = $492,272 (Friends = $125,000) Staff of 2.6 FTE Branch administration by SBPL Continued reliance on Friends financial support for operations 2021 Montecito continues as a branch of the Santa Barbara Public Library 2024 Friends of the Library continue to explore governance options Montecito Branch Library of Santa Barbara Public Library (SBPL) (zone 1) 13 Pros & Cons of Montecito Joining Carpinteria ProsCommunication Geographic proximity Less bureaucracy Shared staffing Black Gold Coop services ConsNo dedicated revenue stream Limited support for parcel or sales tax No existing special library district Preparation and receptivity by Carpinteria 14 Recommendations for Montecito 1. Develop a stronger case as to why it should separate from Santa Barbara Public Library (SBPL). 2. Continue to advocate for enhanced service and programming support from SBPL. 3. Participate in SB County Library Advisory Committee efforts to support solutions to library equity and funding issues. 4. Consider discussions with SBPL to determine how to maximize their annual donation to provide greater support library enhancements. 5. Explore alternative options for forming a special district. 15 Conclusions 1. Carpinteria has succeeded in its governance transition. 2. At this time, library users in Montecito are best served by remaining a branch of the Santa Barbara Public Library. 3. Carpinteria Community Library needs more time to establish itself operationally before it can entertain the option of including Montecito as part of its operation. 4. The Board of Supervisors have the information they need to seek public support for a library finance JPA. 2020 Library Feasibility Report Update
October 28, 2024

ATTACHMENT B

MEMORANDUM
Council Meeting Date: October 28, 2024
To: Honorable Mayor and City Council
From: Michael Ramirez, City Manager
Subject: City Manager’s Report

CITY EMPLOYEE UPDATES
Recruitments
Below is a partial list of open recruitments and status. Additional information on City job openings is available online at https://carpinteriaca.gov/city-hall/human-resources/. • Building Official – Full-time
o Deadline to apply: November 24, 2024
• Maintenance Worker – Two Part-time Positions
o Awaiting candidate acceptance.
• Management Assistant – Full-time
o Interviews pending screening of 44 applications
o Tentative interview date: October 30, 2024
• Parks & Facilities Attendant – Part-time
o Pending selection
• Program Manager – Parks, Recreation, and Community Services o Deadline to apply: November 7, 2024
• Recreation Leader – Part-time
o Pending selection

UPDATES ON CAPITAL IMPROVEMENT PROJECTS
None.

UPDATES ON DEVELOPMENT APPLICATIONS
Monte Vista Dog Park Pilot Program
On Monday, November 4th, the Carpinteria Planning Commission will receive a six-month status report on the Monte Vista Dog Park Pilot Program. The pilot off-leash dog park was granted a one-year Temporary Use Permit (“TUP”) in November 2023 by the Planning Commission, and opened for public use in April 2024. Citing neighbor concerns over noise and parking at the time, the Commission agreed to the approval of the TUP subject to the stipulation that the project be returned to the Planning Commission for a status report after six months of operation. The Planning Commission will have the option to amend project conditions related to the pilot program based upon the findings of the status report. The agenda and staff report for this item will be available on the City website by no later than Thursday, October 31st at: https://carpinteriaca.gov/city-hall/agendasmeetings/.

OTHER CITY/COMMUNITY UPDATES
Trash Bins at City Beach Ends
The City received several trash-related complaints regarding the removal of trash bins at the beach ends of Ash Ave., Holly Ave, and Elm Ave. The original intent of the trash bins being staged at these locations was to accommodate the increased amount of trash generated during peak visitor seasons. Unfortunately, in recent years, the trash bins were left out year-round and became a magnet for illegal dumping. To address this issue, the City purchased new permanent trash receptacles appropriate for year-round use, and the City plans to continue staging trash bins during peak visitor seasons.

At least in part, concerns regarding the removal of the trash bins related to the large number of visitors in attendance for the Avocado Festival. As done in prior years, Avocado Festival organizers utilized volunteers and a contracted janitorial company to mitigate trash issues in and around the festival footprint. There was no trash issue observed during staff inspection of the beach ends on the Monday following the festival and the City sends special thanks to the Avocado Festival volunteers and organizers for their service, care, and detail. Next year, the City plans to add the Avocado Festival to the list of dates when additional trash bins will be staged at the beach ends.

A new permanent trash receptacle was installed at Ash Ave. on Tuesday, October 22.

Temporary trash carts were placed at Holly Ave. and Elm Ave. until permanent trash receptacles can be installed at those locations. Unfortunately, within days of installing the trash receptacle at Ash Ave. the City has already observed incidents of illegal dumping.

City staff is working with EJ Harrison & Sons (the City’s trash service provider), HdL Companies (the City’s Lodging Tax consultant), and The Santa Barbara County Sheriff’s Office to help address this issue.

Public Comment re: Trash on the east end of Carpinteria Ave.

At the City Council meeting on October 14, 2024, the Council received a public comment regarding trash and possible homeless encampments at the east end of Carpinteria Ave.

At the direction of Chief Brittingham, deputies have increased patrol in the area. In addition, City staff contacted the public commenter to coordinate future reporting of issues in this area, and others, via the City app and/or the online service request portal.

The City encourages residents to use the City app and/or online service request portal when reporting issues due to the many benefits these options provide such as request tracking, notifications when service is complete, options to leave feedback, and geolocation (e.g., residents can submit a picture of graffiti and the app will provide staff the location where the picture was taken).

Housing Element Rezones Scheduled for Planning Commission Review On Monday, November 4th, the Carpinteria Planning Commission will consider a suite of proposed ordinances to implement necessary rezones to meet the City’s Regional Housing Needs Allocation (“RHNA”) as part of the City’s adopted 2023-2031 Housing Element. The proposed ordinances would: 1.) establish a new “Mixed Use” zoning district that would allow for multifamily residential and mixed-use developments with residential densities between 20 units/acre minimum to 25 units/acre maximum; 2.) adopt new objective design standards for projects in the Mixed Use zone district and other ministerially-permitted multifamily residential projects allowed for under state housing laws; and 3.) rezone a minimum of ~17 acres of existing commercially-zoned or research park-zoned properties to the new Mixed Use zoning designation. The Planning Commission is tasked with reviewing the proposed ordinances and providing a recommendation to the City Council. The agenda and staff report for this item will be available on the City website by no later than Thursday, October 31st at:
https://carpinteriaca.gov/city-hall/agendas-meetings/
Chief Building Inspector and Plans Examiner Moves On to Next Chapter After just over eight years of dedicated service to the City of Carpinteria, Chief Building Inspector and Plans Examiner, Dan Chepley, has announced that he has accepted the position of Chief Building Official with Santa Cruz County. While the City is sad to see Dan go, we are excited for this great career advancement opportunity to come his way.

Dan’s last day with the City will be Friday, November 1st. During the transition while the City recruits for a new hire to fill this position, the City will be expanding its use of existing contract plan check and inspection services to maintain current operations and service levels. We wish Dan the best of luck in his new endeavor.

AgeWell
AgeWell is offering a new and exciting initiative, Lotería! Lotería is a traditional Mexican game similar to bingo, played with a deck of cards with different images and names. The game is conducted in Spanish and led by Promotora Carmen, who is generously provided and supported by the Family Service Agency. Carmen dedicates three hours each week to managing the Lotería program, which meets every Monday at 10:00 AM. In addition, she assists with translations and promotes future programs for the Spanish-speaking community. This initiative aims to encourage participation and connection within the Spanish-speaking population, creating an inclusive and enjoyable environment for all.

The Creative Studies class had a successful
kickoff with this month's focus on watercolor
painting. AgeWell’s creative studies class
takes place every Friday (except the first
Friday of each month) from 1:00 PM to 2:30
PM in the Veterans Hall Meeting Room.

Parks, Recreation, and Community Services: Veterans Day Hours The Library will be open on Monday, November 11th, featuring a special Pajama Day.

Programming will include a themed story time, hot chocolate, popcorn, and an afternoon movie, along with board games, crafts, and other fun surprises for participants.

Please be advised that there will be no AgeWell programming on Monday, November 11th, and the Community Pool will be closed.

Bubba Adopted in Near-Record Time!
“Bubba,” a young male American Pit Bull Terrier Mix, was picked up as a stray near Canalino School by Animal Control Officers on October 10th. Through the efforts of Code Compliance staff, Animal Medical Clinic staff, and the City’s social media consultant, Two Trumpets, Bubba’s availability for adoption was posted to the City’s various social media venues within the week and he successfully found his new fur-ever home within just a couple of days! Congrats and best wishes to Bubba and his new family.

Code Compliance to Serve as Guest Judge in Silver Sands Pet Costume Contest Code Compliance Officer II, Henry Menendez, was invited and agreed to serve as the guest judge in this year’s Silver Sands Mobile Home Park Residents’ Pet Costume Contest held on Saturday, October 26th. 10/26.

City of Carpinteria
City Council Minutes
Regular Meeting
Monday, October 14, 2024
Council Chamber, 5775 Carpinteria Avenue, Carpinteria, CA 93013 In-Person and Virtual

CALL TO ORDER
Mayor Clark called the meeting to order at 4:05 pm.

ROLL CALL
Councilmembers present: Councilmember Roy Lee
Councilmember Mónica J. Solórzano
Councilmember Wade T. Nomura
Vice Mayor Natalia Alarcon
Mayor Al Clark
Staff members present: Michael Ramirez, City Manager
Jena Shoaf Acos, on behalf of Brownstein Hyatt Farber
Schreck, LLP acting as City Attorney of the City
of Carpinteria
Ryan Kintz, Assistant City Manager
Brian C. Barrett, City Clerk

PUBLIC COMMENT ON CLOSED SESSION MATTERS
There was no public comment on the Closed Session matter.

CLOSED SESSION

1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to 54956.9(d)(2): One potential case.

Legal Counsel Acos read aloud for the record the Closed Session Item.

TEMPORARY ADJOURNMENT TO CLOSED SESSION
Mayor Clark temporarily adjourned the meeting to Closed Session at 4:06 pm.

CALL TO ORDER
City Council Regular Meeting Minutes
October 14, 2024

Mayor Clark called the meeting to order at 5:33 pm.

ROLL CALL
Councilmembers present: Councilmember Roy Lee
Councilmember Mónica J. Solórzano
Councilmember Wade T. Nomura
Vice Mayor Natalia Alarcon
Mayor Al Clark
Staff members present: Michael Ramirez, City Manager
Jena Shoaf Acos, on behalf of Brownstein Hyatt Farber
Schreck, LLP acting as City Attorney of the City
of Carpinteria
Sydne Levy, on behalf of Brownstein Hyatt Farber
Schreck, LLP acting as City Attorney of the City
of Carpinteria
Ryan Kintz, Assistant City Manager
Brian C. Barrett, City Clerk
Nick Bobroff, Community Development Director
John L. Ilasin, Public Works Director
DeLayni Millar, Limited-Term Environmental Program
Specialist
Jody Thomas, City Librarian
Lieutenant Rich Brittingham, Santa Barbara County
Sheriff’s Department

CLOSED SESSION REPORT
Legal Counsel Acos announced that there was no reportable action from the Closed Session.

PLEDGE OF ALLEGIANCE
Mayor Clark led those present in the salute to the flag.

COUNCILMEMBER(S) REQUEST FOR REMOTE PARTICIPATION UNDER AB 2449:

There were no Councilmember requests for remote participation under AB 2449.

AGENDA MODIFICATIONS:

Mayor Clark announced that Consent Calendar Item No. 8 (Approve Amendment No. 1 to the Agreement between the City of Carpinteria and The South Coast Community Media City Council Regular Meeting Minutes
October 14, 2024

Access Center)would not be heard tonight and would be postponed to a future Council meeting. The Council was in agreement.

INTRODUCTIONS, PROCLAMATIONS AND PRESENTATIONS

2. Introduction of new employee DeLayni Millar, Limited-Term Environmental Program Specialist.

Public Works Director Ilasin introduced new employee DeLayni Millar, Limited-Term Environmental Program Specialist who provided remarks.

3. Introduction of new Chief of Police, Lieutenant Rich Brittingham with the Santa Barbara County Sheriff’s Department.

City Manager Ramirez introduced new Chief of Police, Lieutenant Rich Brittingham with the Santa Barbara County Sheriff’s Department who provided remarks.

TEMPORARY ADJOURNMENT FOR THE PURPOSE OF HOLDING THE MONTHLY

MEETING OF THE CARPINTERIA LIBRARY BOARD OF TRUSTEES
Mayor Clark temporarily adjourned the meeting at 5:40 pm.

RECONVENE THE REGULAR MEETING OF THE CITY COUNCIL
Mayor Clark reconvened the meeting at 5:50 pm.

PUBLIC INFORMATION REPORTS AND ANNOUNCEMENTS
Lieutenant Brittingham with the Santa Barbara County Sheriff’s Department provided a law enforcement report for the months of August and September.

There was no public comment.

CITY MANAGER’S REPORT
a. Senior Services Programming
None.
b. City Employee Updates
City Manager Ramirez reported on open City recruitments. c. Updates on Capital Improvement Projects
City Council Regular Meeting Minutes
October 14, 2024

City Manager Ramirez provided an update on the 2023 Pavement Maintenance and Rehabilitation Project and he and Public Works Director Ilasin responded to questions from the Council.
d. Updates on Development Applications
Community Development Director Bobroff provided a status update on the renovation of the Palms Restaurant.
e. Other City/Community Updates
Community Development Director Bobroff reported that the Draft Objective Design Standards will go before the Architectural Review Board on October 17th and noted that the Santa Barbara County Planning Commission’s consideration of proposed amendments to the County’s commercial cannabis regulations has been continued to the November 6th hearing due to extensive public interest.

Speakers via Zoom: Susan Allen

PUBLIC COMMENT ON MATTERS NOT ON THE AGENDA
Speakers in-person: Brian Mootz, Susan Mailheau, and Rogelio Delgado Emails distributed: Carla Cahill and Van Fleisher, President of C-DOG

PLANNING COMMISSION ACTIONS
Community Development Director Bobroff reported on the Planning Commission Actions from its meeting of October 7, 2024.

There was no public comment.

CONSENT CALENDAR:

There was no public comment.

Consent Calendar Item No. 8 (Approve Amendment No. 1 to the Agreement between the City of Carpinteria and The South Coast Community Media Access Center) was not heard and postponed to a future Council meeting.

Motion by Councilmember Lee, seconded by Councilmember Nomura, to approve the Consent Calendar Item Nos. 4 through 7. The roll call vote on the motion was as follows:

AYES: Councilmember Lee, Councilmember Nomura, Councilmember Solórzano, Vice Mayor Alarcon, and Mayor Clark
City Council Regular Meeting Minutes
October 14, 2024

NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

4. Approve the minutes of the regular meeting held September 23, 2024.

5. Receive and file the Expenditures for the period beginning September 16, 2024 and ending October 4, 2024.

6. Approve a budget appropriation in the amount of $402,564 from the Local Surface Transportation Program funds to the Capital Improvements Fund of the Fiscal Year 2024/25 Capital Improvements Program Budget for the 2022 Pavement Rehabilitation Project. (This motion requires a roll call vote.)

7. Adopt Ordinance No. 786 (second reading), amending Carpinteria Municipal Code Section 8.20 pertaining to public sleeping and camping. (This motion requires a roll call vote.)
ADMINISTRATIVE MATTERS:

9. Revision of Joint Powers Agency (“JPA”) Agreement and amended bylaws of the Black Gold Cooperative Library System (“Black Gold”).

Recommendation: Authorize the City Manager to sign the Amended and Restated Joint Powers Agreement of the Black Gold Cooperative Library System and the Amended Bylaws of the Back Gold Cooperative Library System.

City Librarian Thomas presented the staff report.

There was no public comment.

Motion by Vice Mayor Alarcon, seconded by Councilmember Nomura, to authorize the City Manager to sign the Amended and Restated Joint Powers Agreement of the Black Gold Cooperative Library System and the Amended Bylaws of the Black Gold Cooperative Library System. The roll call vote on the motion was as follows:

AYES: Councilmember Lee, Councilmember Nomura, Councilmember Solórzano, Vice Mayor Alarcon, and Mayor Clark
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

City Council Regular Meeting Minutes
October 14, 2024

10. Receive and file the updated Administrative Policy for Enforcement of No Camping Regulations (CMC 8.20 and 12.24).

Recommendation: (1) Receive and file the updated Administrative Policy for Enforcement of No Camping Regulations (CMC 8.20 and 12.24) and (2) Find that receipt and file of the updated Administrative Policy for Enforcement of No Camping Regulations (CMC 8.20 and 12.24) is exempt from CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the CEQA Guidelines.

Legal Counsel Acos introduced Legal Counsel Levy who presented the staff report and PowerPoint presentation.

Speakers via Zoom: Susan Allen
The Council directed staff to prepare a flow chart for the updated Administrative Policy for Enforcement off No Camping Regulations and post on the City’s website.

Motion by Councilmember Solórzano, seconded by Councilmember Nomura, to adopt Ordinance No. 786 (second reading), as read by title only.

Legal Counsel Acos identified that the Council had adopted Ordinance No. 786 earlier in the meeting and the Council was currently considering to receive and file the updated Administrative Policy for Enforcement of No Camping Regulations and the finding that the receive and file is exempt from CEQA.

Councilmember Solórzano modified the motion to (1) receive and file the updated Administrative Policy for Enforcement of No Camping Regulations (CMC 8.20 and 12.24) and (2) find that this is exempt from CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the CEQA Guidelines. Councilmember Nomura seconded the modified motion. Upon voice vote, the modified motion carried unanimously.

PUBLIC HEARING: NONE

CONSIDERATION OF ANY ITEMS REMOVED FROM CONSENT CALENDAR AND/OR OTHER AGENDA ITEMS REQUESTED TO BE ADVANCED: NONE MATTERS CONTINUED FROM PREVIOUS MEETINGS: NONE
OTHER BUSINESS:

11. Annual Report on Law Enforcement Services.

Recommendation: Receive and file the report.

City Council Regular Meeting Minutes
October 14, 2024

Lieutenant Rich Brittingham with the Santa Barbara County Sheriff’s Department provided the PowerPoint presentation.

Speakers in-person: Kathy Henry and Rogelio Delgado
Speakers via Zoom: Lorraine McIntire
Motion by Councilmember Nomura, seconded by Vice Mayor Alarcon, to receive and file the Annual Report on Law Enforcement Services. Upon voice vote, the motion carried unanimously.

LEGISLATIVE UPDATE: NONE

COMMITTEE REPORTS, INQUIRIES AND OTHER MATTERS PRESENTED BY

COUNCILMEMBERS
Councilmember Nomura reported on his attendance at the Joint Utilities Committee (Carpinteria Valley Water District, Carpinteria Sanitary District and the City) and noted plans for three injection wells at different areas within the next four years.

ATTENDANCE OF COUNCILMEMBERS FOR FUTURE MEETINGS
All Councilmembers are expected to be in attendance at the October 28th regular meeting.

ADJOURNMENT
Mayor Clark adjourned the meeting at 7:46 pm.
__________________________
Al Clark, Mayor
ATTEST:
____________________________
Brian C. Barrett, CMC, CPMC
City Clerk
City of Carpinteria

COUNCIL AGENDA STAFF REPORT
October 28, 2024

ITEM FOR COUNCIL CONSIDERATION
Expenditures for the period beginning October 07, 2024 and ending October 18, 2024.

STAFF RECOMMENDATION
Receive and file Warrant Register for the period of October 07, 2024, through October 18, 2024, pursuant to Carpinteria Municipal Code 2.08.150(F).

DISCUSSION
As part of each regular City Council agenda, a list of all checks (Attachment A) disbursed since the last reporting period is presented to the City Council pursuant to C.M.C.

2.08.150(F). The report is provided for City Council and public information and serves as verification that the expenditures have been reviewed and are within budgeted appropriations.

FINANCIAL CONSIDERATIONS
The warrant register is designed to communicate fiscal activity since the prior reporting period and ensure expenditures are within the approved budget.

ATTACHMENTS
Attachment A: Warrant Register for the period beginning October 07, 2024, and ending October 18, 2024.

Warrant Register
October 28, 2024
Page #2
Staff contact: Brenda Robinson, Accounting Specialist
(805) 755-4442, [email protected]
Signature
Staff contact: Licette Maldonado, Admin Services Dir.
(805) 755-4448, [email protected]
Signature
Reviewed by: Ryan Kintz, Assistant City Manager
(805) 755-4400, [email protected] Signature
Reviewed by: Michael Ramirez, City Manager
(805) 755-4450, [email protected] Signature

Vendor Number Vendor Name Payment Date Payment Amount Number Payable # Payable Type Payable Description
Bank Code: AP Bank-AP Bank
Payment Type: Regular
GRACENOTE 10/08/2024 (75.65) 104358
BIG TRUCK & EQUIPMENT SALES LLC 10/10/2024 109,561.85 104486 6694 Invoice 2015 USUZU TYMCO AIR SWEEPER
ACCESS CONTROL SECURITY INC. 10/10/2024 1,093.75 104487 0061705 Invoice AUG24 SECURITY
0061989 Invoice SEP24 SECURITY
AMAZON CAPITAL SERVICES INC 10/10/2024 17.34 104488
1RXC-C73X-YJCL Invoice BINGO SETS FOR AGE WELL PROGRAM
BACKGROUNDS ONLINE 10/10/2024 191.55 104489
570782 Invoice SEP24 PROFESSIONAL SERVICES
BARTON MYERS ASSOC INC 10/10/2024 7,608.01 104490
INV0006297 Invoice PROJECT CLOSEOUT PL-20-2059
INV0006298 Invoice PROJECT CLOSEOUT PL-15-1777
INV0006299 Invoice PROJECT CLOSEOUT PL-17-1899
BLUESTUDIO INC 10/10/2024 320.00 104491
1456 Invoice PROFESSIONAL SERVICES-LINDEN DESIGN THRU 9/15/24 CANNON 10/10/2024 6,875.00 104492
89732 Invoice AUG24 DESIGN SERVICE-4675 CARPINTERIA AVE 89778 Invoice AUG24 DESIGN SERVICE-CARPINTERIA PLAN CHECK 2023 CAPITAL INDUSTRIAL MEDICAL SUPPLY CO 10/10/2024 104493 1,444.45 34-159163 Invoice FIRST AID SUPPLIES FOR PUBLIC WORKS 9/24/24 CARP KITCHEN & GROCERY 10/10/2024 104494 664.20
1830 Invoice HOST END OF SEASON LUNCHEON
CARPINTERIA VALLEY LUMBER CO 10/10/2024 104495 648.24
546736 Invoice PAINT MATERIALS FOR VETS HALL
546807 Invoice IRRIGATION SUPPLIES FOR COMMUNITY GARDEN 547194 Invoice GROMMET KIT FOR PUBLIC WORKS SHOP
547242 Invoice PAINT SUPPLIES FOR GRAFFITI REMOVAL
547273 Invoice PRESSURE TREATED LUMBER FOR K-RAILS
547295 Invoice HARDWARE FOR VETS HALL
547507 Invoice BRASS PARTS TO REPAIR PRESSURE WASHER
547528 Invoice TAPE & STAPLES FOR AVOCADO FESTIVAL
547529 Invoice WOOD STAKES FOR AVOCADO FESTIVAL
547690 Invoice CABLES, CONNECTORS, CLIPS FOR PUBLIC WORKS SHOP CARPINTERIA VALLEY WATER DISTRICT 10/10/2024 104496 25,408.11 CARP CITY SEP24 SERVICE Invoice SEP24-WATER FOR MULTIPLE LOCATIONS CATALINA CAMPUZANO 10/10/2024 104497 175.30
INV0006300 Invoice VETS HALL EVENT 9/7/24 REFUND
CLEAN HARBORS ENVIRONMENTAL SERVICES 10/10/2024 104498 5,582.48 1005175195 Invoice BATTERY PACKING & UW SHIPMENT 8/06/24 COAST AUTO PARTS INC 10/10/2024 104499 52.54
783373 Invoice BLUE DEF FOR STREET SWEEPER
COASTAL VIEW NEWS 10/10/2024 104500 644.00
61655 Invoice CREEK WEEK AD 9/26/24
COM3 CONSULTING INC 10/10/2024 104501 5,600.00
COM3-PM-0924 Invoice JUL-SEP24 PROJECT MANAGEMENT CARP BRIDGE Warrant Register
Carpinteria, CA
Date Range: 10/07/2024 - 10/18/2024

COX BUSINESS 10/10/2024 428.43 104502
OCT24 001 3011 022093901 Invoice OCT24 CITY HALL INTERNET-PHONE SERVICE DEWBERRY ENGINEERS INC. 10/10/2024 12,164.90 104503
22421901 Invoice AUG24 CARPINTERIA AVENUE BRIDGE REPLACEMENT ENVIROCERT INTERNATIONAL INC 10/10/2024 603.40 104504
81663 Invoice CPESC EXAM AND REVIEW FOR E. MAKER
FIRST NATIONAL BANK OF OMAHA 10/10/2024 8,733.93 104505 SEP24 0853 Invoice CREDIT CARD PAYMENT-JG
SEP24 0983 Invoice CREDIT CARD PAYMENT-OUM
SEP24 3696 Invoice CREDIT CARD PAYMENT-LM
SEP24 4480 Invoice CREDIT CARD PAYMENT-NB
SEP24 4545 Invoice CREDIT CARD PAYMENT-BB
SEP24 5788 Invoice CREDIT CARD PAYMENT-RK
SEP24 6160 Invoice CREDIT CARD PAYMENT-JI
SEP24 9341 Invoice CREDIT CARD PAYMENT-MR
SEP24 9893 Invoice CREDIT CARD PAYMENT-JT
FREDDIE CORONA 10/10/2024 286.88 104506
INV0006336 Invoice VETS HALL EVENT 9/14/24 REFUND
FRONTIER COMMUNICATIONS 10/10/2024 221.37 104507
OCT24 209-188-2500-061589-5 Invoice OCT24 PHONE & INTERNET-LG TOWER OCT24 805-566-3374-042524-5 Invoice OCT24 PHONE & INTERNET-BOATHOUSE HAAKER EQUIPMENT COMPANY 10/10/2024 11,772.00 104508
E5A094 Invoice 8/28/24-9/24/24 HAAKER STREET SWEEPER RENTAL HYDROTEK PIPE SERVICES 10/10/2024 138.26 104509
INV0006302 Invoice PROJECT CLOSEOUT EP-23-7324
IMPULSE ADVANCE COMMUNICATIONS 10/10/2024 1,625.44 104510 124570 Invoice OCT24 PHONE SERVICES
INTERNATIONAL HOUSE OF PANCAKES 10/10/2024 597.85 104511 INV0006308 Invoice ALL CITY STAFF QUARTERLY MEETING 10/15/24 J&H ENGINEERING GENERAL CONTRACTORS INC 10/10/2024 104512 50,000.00 4126 Invoice REMOVE & REPLACE TWO CONCRETE DRIVEWAYS/RAMPS M3 MULTIFAMILY LLC 10/10/2024 104513 3,003.43
INV0006305 Invoice PROJECT CLOSEOUT PL-13-1650
INV0006306 Invoice PROJECT CLOSEOUT PL-17-1894
MARK LEAF 10/10/2024 104514 1,500.00
INV0006304 Invoice PROJECT CLOSEOUT PL-24-2295
MISSION UNIFORM SERVICE 10/10/2024 104515 401.98
522411605 Invoice MAT REPLACEMENT, UNIFORM CLEANING 9/23/24 522411606 Invoice TOWEL & MAT REPLACEMENT CITY HALL 9/23/24 522457429 Invoice MAT REPLACEMENT, UNIFORM CLEANING 9/30/24 522457430 Invoice TOWEL & MAT REPLACEMENT CITY HALL 9/30/24 MONTANA AVENUE CAPITAL 10/10/2024 104516 2,339.50
INV0006303 Invoice PROJECT CLOSEOUT PL-17-1876
NATIONAL BAND & TAG COMPANY 10/10/2024 104517 356.79
282763 Invoice LARGE DOG PAW PRINT DOG TAGS
NEW BEGINNINGS COUNSELING CENTER 10/10/2024 104518 5,084.54 49870 Invoice AUG24 SAFE PARKING PROGRAM
PERMACOLOR INC 10/10/2024 104519 218.00
2409465 Invoice COLOR COAT SHOVEL BRACKETS FOR UNIT 414 SANTA BARBARA BICYCLE COALITION 10/10/2024 104520 7,000.00 1378 Invoice FY24/25 SAFE ROUTES TO SCHOOL GRANT
SANTA BARBARA LOCKSMITH 10/10/2024 104521 13.49
147085 Invoice REPLACEMENT LOCK CYLINDER FOR DOG BAG DISPENSER

SILVIA MIRANDA 10/10/2024 100.00 104522
INV0006307 Invoice VETS HALL EVENT 8/31/24 REFUND
SMARDAN HATCHER COMPANY 10/10/2024 83.14 104523
S4152853.001 Invoice MATERIAL FOR EV PANEL AT PUBLIC WORKS YARD SO CA EDISON 10/10/2024 11,529.22 104524
SEP24 700201069122 Invoice SEP24 ELECTRICITY-101 ASH AVE SEP24 700230547624 Invoice SEP24 ELECTRICITY-5103 CARPINTERIA AVE SEP24 700255596559 Invoice SEP24 ELECTRICITY-100 LINDEN SEP24 700264659490 Invoice SEP24 ELECTRICITY-1115 LINDEN AVE B PED SEP24 700274833982 Invoice SEP24 ELECTRICITY-901 CACTUS LN EV EV SEP24 700291369452 Invoice SEP24 ELECTRICITY-MULTIPLE LOCATIONS SEP24 700477662295 Invoice SEP24 ELECTRICITY-901 CACTUS LN LGHT LGHT SEP24 700525378417 Invoice SEP24 ELECTRICITY-931 WALNUT AVE & 4851 5TH ST SEP24 700604790697 Invoice SEP24 ELECTRICITY-CAPP AV/CSTS PAS 609 SEP24 700827356389 Invoice SEP24 ELECTRICITY-5300 CARPINTERIA AVE TC1 TCI SO CAL GAS 10/10/2024 1,260.68 104525
SEP24 006 514 2700 7 Invoice NATURAL GAS 5305 CARPINTERIA AVE (POOL) SEP24 014 914 3239 7 Invoice NATURAL GAS 5103 CARPINTERIA AVE (FRIENDS OF THE L SEP24 016 913 9500 6 Invoice NATURAL GAS 5775 CARPINTERIA AVE (CITY HALL) STAPLES ADVANTAGE 10/10/2024 69.05 104526
6004575750 Invoice 3 BOXES NO. 10 WINDOW ENVELOPES
6004575752 Invoice PAPER CLIPS AND MOUSE PADS
THE WHARF 10/10/2024 154.19 104527
292505 Invoice WORK BOOTS FOR J. ARECHIGA
TKM ENGINEERING 10/10/2024 615.00 104528
1319 Invoice SEP24 THOMAS MERICLE-BAILARD MULTIFAMILY PROJECT TRAFFIC TECHNOLOGIES LLC 10/10/2024 1,084.53 104529
48574 Invoice 12 LED BARRICADE LIGHTS FOR RIGHT OF WAY
48628 Invoice REFLECTING CONES FOR AVOCADO FARM
TRI-CO REPROGRAPHICS 10/10/2024 75.60 104530
208060 Invoice SCANNING LARGE FORMAT, FILE RENAME 9/25/24 208142 Invoice SCANNING LARGE FORMAT, FILE RENAME 9/26/24 UNDERGROUND SERVICE ALERT OF SOUTHERN CALIFORNIA 10/10/2024 104531 290.50 24-250897 Invoice OCT24 CA STATE REGULATORY FEE
920240165 Invoice OCT24 NEW TICKET CHARGES & DATABASE MAINTENANCE UNITED PET CARE 10/10/2024 104532 17.50
202403526 Invoice SEP24 PET INSURANCE PREMIUMS
VILLAGE POOL SUPPLY 10/10/2024 104533 495.03
49713 Invoice CHLORINE, ACID FOR POOL 9/26/24
WEST COAST ARBORISTS INC 10/10/2024 104534 2,184.00
219693 Invoice TREE MAINTENANCE 9/1/24-9/15/24
WEX BANK (76) 10/10/2024 104535 666.89
100136604 Invoice SEP24 FUEL FOR CITY VEHICLES
ZWORLD GIS 10/10/2024 104536 2,977.00
2024-0227 Invoice SEP24 MAPPING/GIS SERVICES
ADVANTAGE TELECOM 10/17/2024 104537 70.00
163398 Invoice OCT24 EMERGENCY PHONE LINE SERVICES
AMAZON CAPITAL SERVICES INC 10/17/2024 104538 2,178.02
13HT-QRQC-1NG3 Invoice STAPLERS, BLOCK CHARGER, TRASH CANS 13KQ-KYKL-WNXF Invoice BOOKS FOR LIBRARY
13NM-YHNH-116R Invoice 3 COMPUTER MONITORS
14L4-67GC-Q7C7 Invoice ARTS & CRAFT SUPPLIES
14XD-49NQ-6133 Invoice BOOKS FOR LIBRARY
16C7-TY64-31VK Invoice BOOKS FOR LIBRARY
19M1-4QFX-64YV Credit Memo BOOKS FOR LIBRARY
19NG-GLKC-JY7F Invoice BOOKS FOR LIBRARY

1FXP-3VXJ-1JKG Invoice PENS, NOTE PADS, DESK TRAYS
1H7Y-Y1MW-6VNW Credit Memo BOOKS FOR LIBRARY
1J4P-7DTY-KWND Invoice HOLE PUNCH FOR LIBRARY
1KDR-433V-6GXL Credit Memo BOOKS FOR LIBRARY
1KDR-433V-6J47 Credit Memo BOOKS FOR LIBRARY
1KTW-RQFG-6MW4 Invoice BOOKS FOR LIBRARY
1LTQ-MRDY-3M1Y Invoice BOOKS FOR LIBRARY
1NKD-977W-6F9C Invoice TONIES CHARACTERS FOR LIBRAY OF THINGS 1Q3P-FR1K-YMY6 Invoice BOOKS FOR LIBRARY
1Q9P-RMCR-X9QD Invoice MARKERS, CARDSTOCK PAPER CUTTER FOR LIBRARY 1VT1-9YVG-YLHR Invoice STORAGE CONTAINERS, KITCHEN BRUSH FOR LIBRARY 1WYC-Y9JG-6R69 Credit Memo BOOKS FOR LIBRARY
1XJ3-1PPF-4HK6 Invoice STENO BOOKS
1YT9-449L-6G3D Credit Memo BOOKS FOR LIBRARY
**Void** 10/17/2024 - 104539
AT&T MOBILITY 10/17/2024 658.55 104540
287303896883X1012024 Invoice OCT24 CITY HALL CELL PHONES BAY ALARM 10/17/2024 194.58 104541
21703457 Invoice SECURITY/FIRE MONITORING 11/1/24-1/31/25 LIBRARY BIG GREEN CLEANING COMPANY 10/17/2024 13,678.00 104542
656991 Invoice OCT24 CONTRACTED CLEANING SERVICES
657996 Invoice HOMELESS ENCAMPMENT CLEAN UP CARP CREEK 9/9/24 BROWNSTEIN HYATT FARBER SCHRECK 10/17/2024 60,963.00 104543 1004466 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 1004467 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 1004468 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 1004469 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 1004470 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 1004471 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 1004472 Invoice PROFESSIONAL LEGAL SERVICES THROUGH 8/31/24 CANNON 10/17/2024 12,605.00 104544
89733 Invoice AUG24 VIA REAL STORMWATER PROJECT
CARPINTERIA VALLEY HISTORICAL SOCIETY 10/17/2024 104545 150.00 INV0006338 Invoice FY24/25 ANNUAL CORPORATE MEMBERSHIP
CARPINTERIA VALLEY LUMBER CO 10/17/2024 104546 462.36
547639 Invoice PLYWOOD FOR STORAGE CONTAINER, WAX RING FOR TOILET 547863 Invoice 3 PIPE WRENCHES-VARIOUS SIZES
548121 Invoice PAINT SUPPLIES FOR GRAFFITI AT BOATHOUSE 548196 Invoice 2 BAGS POTTING SOIL FOR COMMUNITY GARDEN COAST AUTO PARTS INC 10/17/2024 104547 222.17
783435 Invoice BATTERY, FUEL CLEANER, BLUE DEF UNIT 328 783437 Invoice INSERT PLUGS FOR TIRE REPAIRS
COX BUSINESS 10/17/2024 104548 487.53
OCT24 001 3011 028030701 Invoice OCT24 POOL & GARDEN INTERNET-PHONE SERVICE OCT24 001 3011 028450702 Invoice OCT24 VETS HALL INTERNET-PHONE SERVICE DINO'S BODY SHOP 10/17/2024 104549 6,887.48
8059 Invoice UNIT 323 REPAIR
EASY LIFT TRANSPORTATION 10/17/2024 104550 1,000.00
7549 Invoice OCT24 COMMUNITY TRANSPORTATION SERVICES
FRONTIER COMMUNICATIONS 10/17/2024 104551 53.48
OCT24 805-566-1944-032923-5 Invoice OCT24 PHONE & INTERNET-BEACH STORE GOLD COAST WATER POLO CLUB 10/17/2024 104552 875.00
INV0006339 Invoice SPRING 24 YOUTH POLO ENTRY FEES
GRACENOTE 10/17/2024 104553 153.57
150021892- Invoice SEPT24 LISTING DISTRIBUTION SERVICES-GATV 150023374 Invoice OCT24 LISTING DISTRIBUTION SERVICES-GATV GRAINGER 10/17/2024 104554 66.28

9238821863 Invoice HOIST RING
9244150273 Credit Memo HOIST RING
9274974444 Invoice VARIOUS SIZE DRILL BITS
KANOPY 10/17/2024 124.00 104555
420161 - PPU Invoice SEP24 LIBRARY VIDEOS
LIN CONSULTING INC. 10/17/2024 194.56 104556
15617 Invoice SEP24 ENGINEERING CARP & PALM AVE INTERSECTION MISSION UNIFORM SERVICE 10/17/2024 382.96 104557
522506064 Invoice TOWEL & MAT REPLACEMENT VETS HALL 10/7/24 522506065 Invoice TOWEL & MAT REPLACEMENT LIBRARY 10/7/24 522506067 Invoice TOWEL & MAT REPLACEMENT POOL 10/7/24
522506068 Invoice MAT REPLACEMENT, UNIFORM CLEANING 10/7/24 522506069 Invoice TOWEL & MAT REPLACEMENT CITY HALL 10/7/24 MRS ENVIRONMENTAL INC 10/17/2024 8,117.69 104558
600-2024-09 Invoice SEP24 OIL & GAS ON CALL ENVIRONMENTAL SERVICES PACIFIC PLUMBING SPECIALITIES 10/17/2024 569.02 104559
11024-0 Invoice HOT/COLD CARTRIDGES FOR VETS HALL
PEOPLE MAGAZINE 10/17/2024 104.00 104560
2024 2808712992 Invoice ACCT 2808712992 CARPINTERIA LIBRARY SUBSCRIPTION RISDON'S 76 SERVICE 10/17/2024 160.00 104561
1734 Invoice CAR WASH FOR UNIT 421
2550 Invoice CAR WASH FOR UNIT 255
4036 Invoice CAR WASH FOR UNIT 250
8200 Invoice CAR WASH FOR UNIT 255
8640 Invoice CAR WASH FOR UNIT 121
SANTA BARBARA PEST CONTROL 10/17/2024 160.00 104562
36915 Invoice TREAT WASP NEST AT TOMOL PARK
SANTA BARBARA SWIM CLUB 10/17/2024 559.00 104563
INV0006340 Invoice OCT24 IMX SWIM MEET
SHOWSCAPES 10/17/2024 104564 22,575.00
388337894 Invoice OCT24 LANDSCAPE MAINTENANCE
388337895 Invoice OCT24 MONTHLY CHEMICAL CHARGE COMPLEX SITEONE LANDSCAPE SUPPLY (ALL AROUND) 10/17/2024 104565 440.56 146380684-001 Invoice BRASS FITTING FOR IRRIGATION REPAIR COMMUNITY GARD 146546778-001 Invoice SPRINKLER NOZZLE, STAKES, PVC PIPE AVOCADO FARM STAPLES ADVANTAGE 10/17/2024 104566 252.55
6013837716 Invoice COPY PAPER, CLASP ENVELOPES
6014056848 Invoice 1 CASE 11X17 COPY PAPER
TORO ENTERPRISES INC 10/17/2024 104567 756,470.78
18134R Invoice AUG24 2022 PAVEMENT REHABILITATION PROJECT TRI-COUNTY OFFICE FURNITURE 10/17/2024 104568 5,830.67
200384 Invoice TABLES FOR COMMUNITY LIBRARY
TRUE NORTH COMPLIANCE SERVICES INC 10/17/2024 104569 623.48 24-09-039 Invoice SEP24 BP PLAN CHECK/INSPECTION SERVICES UNIQUE MANAGEMENT SERVICES INC 10/17/2024 104570 65.00
6131347 Invoice SEP24 LOST LIBRARY BOOKS
X-TECH SYSTEMS 10/17/2024 104571 1,354.24
462166 Invoice COPY MACHINE CHARGES 9/21/23-12/20/23 LIBRARY 465266 Invoice COPY MACHINE CHARGES 12/21/23-3/20/24 LIBRARY 468213 Invoice COPY MACHINE CHARGES 3/21/24-6/20/24 LIBRARY 471421 Invoice COPY MACHINE CHARGES 6/21/24-9/20/24 LIBRARY ZWORLD GIS 10/17/2024 104572 1,860.00
2024-0213 Invoice 2024 AERIAL IMAGERY REGIONAL COLLABORATIVE MISSIONSQUARE 10/17/2024 104573 9,623.11

INV0006369 Invoice MISSIONSQUARE Employee Contributions INV0006370 Invoice Deferred Compensation Contribution-Part Time Emp INV0006371 Invoice MissionSquareEmployee Contributions
INV0006372 Invoice MISSIONSQUARE Employee Contributions SEIU LOCAL 620 10/17/2024 235.32 104574
INV0006373 Invoice Employee Union Dues Contribution
CalPERS HEALTH 10/10/2024 7,896.69 DFT0003346
100000017680258 Invoice OCT24 HEALTH PREMIUMS
CalPERS HEALTH 10/10/2024 57,098.39 DFT0003347
100000017680256 Invoice OCT24 HEALTH PREMIUMS
CalPERS 10/17/2024 15,495.23 DFT0003354
9/28/24-10/11/24 CLASSIC Invoice CLASSIC RETIREMENT CONTRIBUTIONS 9/28/24-10/11/24 CalPERS 10/17/2024 14,076.59 DFT0003355
9/28/24-10/11/24 PERPA Invoice PEPRA RETIREMENT CONTRIBUTIONS 9/28/24-10/11/24 CalPERS 10/17/2024 171.31 DFT0003356
9/28/24-10/11/24 PEPRA RETRO Invoice PEPRA CONTRIBUTIONS 9/28/24-10/11/24 O.MUTAL-URIB INTERNAL REVENUE SERVICE 10/17/2024 23,641.64 DFT0003357 PR21 10/17/24 Invoice PR21 10/17/24 FEDERAL TAX PAYMENT EDD-SDI 10/17/2024 2,137.94 DFT0003358
PR21 10/17/24 Invoice PR21 10/17/24 SDI TAX PAYMENT
EDD-SIT 10/17/2024 7,732.07 DFT0003359
PR21 10/17/24 Invoice PR21 10/17/24 PIT TAX PAYMENT
EDD-SIT 10/17/2024 450.00 DFT0003361
Q4 2024 UNEMPLOYMENT CHARGES Invoice Q4 2024 UNEMPLOYMENT CHARGES

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
September 23, 2024

ITEM FOR COUNCIL CONSIDERATION
Contracts Executed by the City Manager on behalf of the City for the Period of August 6, 2024 through October 7, 2024.

STAFF RECOMMENDATION
Receive and file Report of Contracts Executed by the City Manager for the Period of August 6, 2024 through October 7, 2024.

DISCUSSION
The City Manager is delegated authority by the Carpinteria Municipal Code (CMC), §2.08.150B, to execute contracts on behalf of the City in the amount of $50,000 or less. Pursuant to CMC §2.08.150C, a list of all contracts executed by the City Manager is provided for City Council information and appended to this Staff Report as Attachment A. Attachment A lists all contracts entered into on behalf of the City for goods, construction and services for the Period of August 6, 2024 through October 7, 2024.

FINANCIAL CONSIDERATIONS
All contracts entered into are within the appropriated budgeted amounts.

ATTACHMENTS
A. Report of Contracts Executed by the City Manager
Report of Contracts Executed by City Manager
September 23, 2024

Staff contact:

Brian C. Barrett, City Clerk
(805) 755-4403, [email protected]
Signature
Reviewed by: Ryan Kintz, Assistant City Manager
(805) 755-4400; [email protected] Signature

ATTACHMENT A
Report of Contracts Executed by the City Manager
Period of August 6, 2024 through October 7, 2024

VENDOR PURPOSE AMOUNT
County of Santa Barbara Second Amendment to the
Cooperation Agreement for
Participation in the Santa Barbara
Urban County Community
Development Block Grant (CDBG)
Program for Three Federal Fiscal
Years (2025-2027)
$0.00
United States Army Corps of
Engineers Los Angeles District
Memorandum of Understanding
between the Department of the Army
and the City of Carpinteria for
Feasibility Study Work Transfer of
Materials which will be useful for the
Living Shoreline Project
$0.00
499 Linden Manager, LLC Clarifies certain provisions and key dates set forth in the Lease Disposition
and Development Agreement and
follows up and clarifies the prior
correspondence between the City and
Developer
$0.00
Chevron U.S.A. Inc. Site Access Agreement for City to
enter portions of Chevron property
(Carpinteria Gas Plant) to conduct
abandonment work of the former
Venoco Oil Pipeline #0470 Project No.
15014
$0.00
Cannon Corporation Amendment No. 1 to Construction
Management Services Agreement for
Former Venoco Oil Pipeline #0470
Abandonment Project No. 15014 to
extend term of original agreement
$0.00

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
October 28, 2024

ITEM FOR COUNCIL CONSIDERATION
Monthly Report on Compliance with Statement of Safekeeping and Investment of Public Funds.

STAFF RECOMMENDATION
Receive and file the report.

Sample Motion: I move to receive and file the report.

BACKGROUND / DISCUSSION
The City Council of Carpinteria serves as the trustees of the City's public funds and is authorized to make investment decisions in accordance with the Prudent Investment Standard. The Prudent Investor Standard of the California Government Code Section 53600.3 states, When investing, reinvesting, purchasing, acquiring, exchanging, selling or managing public funds, a trustee shall act with care, skill, prudence and diligence under circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated need of the City, that a prudent person in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City. of prudence to be used by investment officials shall be applied in the context of managing the overall portfolio.

Trustees are those persons authorized to make investment decisions on behalf of a local agency. Trustees or City Investment Officials, acting in accordance with investment policy and exercising due diligence, shall be relieved of personal responsibility changes or market price changes,
provided deviations from expectations are reported on time and appropriate action is taken to control adverse developments.

The purpose of this agenda item is to provide the City Council with the required monthly (Attachment A.)
Monthly
October 28, 2024

POLICY CONSISTENCY
The City is in compliance with the adopted Statement of Safekeeping and Investment of Public Funds.

FINANCIAL CONSIDERATIONS
Cash Statement: On September 30, 2024, the City held cash and cash investments as shown in Table 1 below.

Table 1
Investments:

Changes in the market value of treasury securities are inversely proportional to changes in interest rates demanded in the open market (i.e., when rates rise market values fall, when rates fall market values rise).
changes in market rates is a function of its days to maturity and its coupon rate.

Securities with longer maturities and/or lower coupon rates are more sensitive to changes in market interest rates. As security matures, changes in its value become less sensitive to market rate changes.

As of September 30, 2024, the portfolio 2.18 years, the average coupon rate was 2.35%, the average yield to maturity was 3.84%, the par value was $10,000,000 and the Market Value was $9,877,265.50.

The City does not intend to sell or have any foreseeable need to sell any securities. The to hold all securities to maturity, and securities so held are redeemed at par value resulting in no net market gain or loss.

Attached for City Council review is listing all the investments and cash activity during the month.

The City of Carpinteria will be able to meet all expenditure obligations that might reasonably be anticipated for the next six-month period from October 1, 2024 to April 1, 2025.

Cash and Investment Beginning of the Month $ 19,693,446.13 Cash Receipts 3,243,950.69
Cash Disbursements (4,226,636.17)
Cash and Investment End of the Month $ 18,710,760.65
CASH ACTIVITY FOR THE MO NTH:

Monthly
October 28, 2024

LEGAL
This report has been prepared in compliance with California Government Code Sections 53600 and 53646.

PRINCIPAL PARTIES EXPECTED AT MEETING
None.

ATTACHMENTS
Attachment A: City of Carpinteria Monthly
Staff contact:

Licette Maldonado, Administrative Services Director
[email protected]; (805) 755-4448 Signature
Reviewed by: Ryan Kintz, Assistant City Manager
[email protected]; (805) 755-4400 Signature
Reviewed by: Michael Ramirez, City Manager
[email protected]; (805) 755-4450 Signature

ATTACHMENT A
City Monthly Report
Cash and Investment Beginning of the Month $ 19,693,446.13 Cash Receipts 3,243,950.69 Cash Disbursements (4,226,636.17) Cash and Investment End of the Month $ 18,710,760.65 Type of Investment/Coupon/CUSIP # Institution/Issuer Yield to Maturity Maturity Date # Days to Maturity Par Value Market Value (1) Book Value (2) Demand Deposit - General Checking Montecito Bank N/A N/A N/A 318,763.50 318,763.50 318,763.50 Demand Deposit - Premier Public Money Market Montecito Bank N/A 10/1/2024 1 709,217.35 709,217.35 709,217.35 Demand Deposit - Section 125 Checking Montecito Bank N/A N/A N/A 6,258.87 6,258.87 6,258.87 Demand Deposit - Payroll Checking Montecito Bank N/A N/A N/A 155,000.00 155,000.00 155,000.00 Local Agency Investment Fund State of California 0.22% 10/1/2024 1 3,649,672.97 3,649,672.97 3,649,672.97 Demand Deposit - Money Market Charles Schwab N/A 10/1/2024 1 4,129,380.82 4,129,380.82 4,129,380.82 Treasury Note, 0.625%, (91282CDB4) U.S. Government 4.14% 10/15/2024 15 250,000.00 249,570.30 233,056.64 Treasury Note, 2.25%, (912828G38) U.S. Government 4.35% 11/15/2024 46 250,000.00 249,218.75 241,052.35 Treasury Note, 1.00%, (91282CDN8) U.S. Government 0.98% 12/15/2024 76 250,000.00 248,125.00 250,079.39 Treasury Note, 1.125%, (91282CDS7) U.S. Government 4.09% 1/15/2025 107 250,000.00 247,500.00 237,350.47 Treasury Note, 1.125%, (912828ZC7) U.S. Government 1.29% 2/28/2025 151 250,000.00 246,601.55 248,740.00 Treasury Note, 2.625%, (9128284F4) U.S. Government 1.30% 3/31/2025 182 250,000.00 247,890.63 260,224.61 Treasury Note, 0.25%, (912828ZT0) U.S. Government 1.25% 5/31/2025 243 250,000.00 243,476.55 241,660.01 Treasury Note, 0.25%, (912828ZW3) U.S. Government 1.53% 6/30/2025 273 250,000.00 242,851.55 239,598.86 Treasury Note, 0.25%, (91282CAM3) U.S. Government 1.32% 9/30/2025 365 250,000.00 240,937.50 240,265.00 Treasury Note, 3.0%, (9128285J5) U.S. Government 4.09% 10/31/2025 396 250,000.00 247,500.00 242,136.63 Treasury Note, 0.375%, (91282CBC4) U.S. Government 1.20% 12/31/2025 457 250,000.00 239,453.13 241,955.00 Treasury Note, 0.375%, (91282CBC4) U.S. Government 1.37% 12/31/2025 457 250,000.00 239,453.12 240,365.00 Treasury Note, 3.875%, (91282CGE5) U.S. Government 3.77% 1/1/2026 458 250,000.00 250,117.18 250,641.19 Treasury Note, 1.625%, (912828P46) U.S. Government 1.56% 2/15/2026 503 250,000.00 242,695.30 250,595.69 Treasury Note, 0.5%, (91282CBQ3) U.S. Government 1.28% 2/25/2026 513 250,000.00 238,750.00 242,113.19 Treasury Note, 0.75%, (91282CBT7) U.S. Government 1.28% 3/31/2026 547 250,000.00 239,101.55 244,459.30 Treasury Note, 0.75%, (91282CCF6) U.S. Government 1.34% 5/31/2026 608 250,000.00 238,125.00 243,702.50 Treasury Note, 0.875%, (91282CCJ8) U.S. Government 1.35% 6/30/2026 638 250,000.00 238,164.05 244,821.96 Treasury Note, 1.625%, (91282YQ7) U.S. Government 4.00% 10/31/2026 761 250,000.00 239,921.88 227,869.30 Treasury Note, 2%, (91282U24) U.S. Government 4.31% 11/15/2026 776 250,000.00 241,640.63 228,317.27 Treasury Note, 1.25%, (91282CDK4) U.S. Government 1.28% 11/30/2026 791 250,000.00 237,734.38 249,602.02 Treasury Note, 1.5%, (912828Z78) U.S. Government 3.64% 1/31/2027 853 250,000.00 238,281.25 231,040.31 Treasury Note, 2.25%, (912828V98) U.S. Government 4.29% 2/15/2027 868 250,000.00 242,304.68 229,819.14 Treasury Note, 2.5%, (91282CEF4) U.S. Government 3.96% 2/16/2027 869 250,000.00 243,593.75 235,031.06 Treasury Note, 2.75%, (91282CEN7) U.S. Government 3.71% 4/30/2027 942 250,000.00 244,843.75 241,094.62 CITY OF CARPINTERIA TREASURER'S REPORT For the Month Ended Sep 2024 CASH ACTIVITY FOR THE MONTH: CASH AND INVESTMENT PORTFOLIO:

CITY OF CARPINTERIA TREASURER'S REPORT For the Month Ended Sep 2024 Treasury Note, 3.25%, (91282CEW7) U.S. Government 3.70% 6/30/2027 1003 250,000.00 247,890.63 245,668.13 Treasury Note, 3.125%, (91282CFH9) U.S. Government 4.19% 8/31/2027 1065 250,000.00 246,914.05 238,232.21 Treasury Note, 4.125%, (91282CFU0) U.S. Government 4.02% 10/31/2027 1126 250,000.00 253,984.38 250,962.10 Treasury Note, 2.25%, (9128283F5) U.S. Government 4.01% 11/15/2027 1141 250,000.00 240,234.38 232,267.50 Treasury Note, 3.875%, (91282CGC9) U.S. Government 4.01% 12/31/2027 1187 250,000.00 252,343.75 248,750.00 Treasury Note, 4%, (91282CGPO) U.S. Government 3.99% 2/29/2028 1247 250,000.00 253,437.50 249,990.24 Treasury Note, 3.625%, (91282CGT2) U.S. Government 4.15% 2/29/2028 1247 250,000.00 250,507.80 244,990.00 Treasury Note, 4%, (91282CHK0) U.S. Government 4.14% 3/31/2028 1278 250,000.00 253,750.00 248,593.75 Treasury Note, 4.125%, (91282CHQ7) U.S. Government 4.13% 7/31/2028 1400 250,000.00 254,882.80 249,920.00 Treasury Note, 4.375%, (91282CHX2) U.S. Government 4.23% 8/31/2028 1431 250,000.00 257,226.55 251,445.00 Treasury Note, 4.625%, (91282CJA0) U.S. Government 4.52% 9/30/2028 1461 250,000.00 259,687.50 251,015.00 Treasury Note, 4.875%, (91282CJF9) U.S. Government 4.51% 10/31/2028 1492 250,000.00 262,226.55 253,583.99 Treasury Note, 4.375%, (91282CJN2) U.S. Government 4.20% 11/30/2028 1522 250,000.00 257,656.25 251,775.00 Treasury Note, 3.75%, (91282CJR3) U.S. Government 4.50% 12/31/2028 1553 250,000.00 251,718.75 242,177.50 Treasury Note, 4.25%, (91282CKD2) U.S. Government 4.48% 2/28/2029 1612 250,000.00 256,953.13 247,505.21 18,845,559.01 18,968,293.51 18,710,760.65 REPORT OF ABILITY TO MEET REQUIRED EXPENDITURES FOR THE NEXT SIX MONTHS Based upon currently budgeted revenues and expenditures, the City currently has sufficient liquid financial resources to meet anticipated expenditures during the period 10/01/24 through 4/01/25. REPORT ON COMPLIANCE WITH STATEMENT OF SAFEKEEPING AND INVESTMENT OF PUBLIC FUNDS The City is in compliance with the adopted Statement of Safekeeping and Investment of Public Funds. WEIGHTED AVERAGE MATURITY OF PORTFOLIO As of September 30, 2024 the weighted average days to maturity of the City's investment portfolio is 2.18 years. FOOTNOTES TO REPORT/DEFINITION OF TERMS: (1) The market value of U.S. Goverment Securities was provided by the custodial agent, Charles Schwab. For the Local Agency Investment Fund the market value represents the contract value. For all other investments, the market value is equal to book value. (2) Book value of demand deposits equals the bank balance minus outstanding checks plus deposits-in-transit. Yield to Maturity (YTM): The percentage rate of return for the note assuming that the City holds the asset until its maturity date. It is the sum of all its remaining coupon payments. Par Value: Equals face value of security (value of the security when it reaches maturity). Market Value: The last price for which a security was bought or sold. In this case, the value as of the last day of the month of this report. Book Value: The amount at which the security is carried in the City's accounting records (adjusted at year-end for GASB 40 reporting purposes).

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
OCTOBER 28, 2024

ITEM FOR COUNCIL CONSIDERATION
Quarterly Review of Pension Stabilization Trust.

STAFF RECOMMENDATION
Receive and file the report.

Sample Motion: I move to receive and file the report.

BACKGROUND/DISCUSSION
The purpose of the Pension Stabilization Trust is to accumulate, hold, and distribute pension plan assets for the exclusive benefit of retiree pensions within the meaning of IRS Code Section 115. Plan assets are irrevocable and may not be used for any purpose other than the purpose of the Trust. Withdrawal of plan assets is not permitted except to transfer to another trust or to reimburse the City for pension costs paid. in establishing the Pension Trust is to control long-term costs and volatility in the annual operating budget. The trust provides more flexibility for the City to level out contributions and mitigate year-to-year contribution volatility.

Plan contributions transfer assets to the Trust, and accordingly, plan assets are not carried on the City's books and are not subject to the City's investments policy. Discretionary Trustee Benefit Trust Company (BTC), with the advice of Morgan Stanley Wealth Management Consulting Group, actively manages plan assets consistent with the Investment Policy Statement. The City's individual trust account is part of a larger Multiple Employer Trust administered by Keenan Financial Services and BTC, referred to as the California Public Entity Pension Stabilization Trust. BTC also provides the City with monthly, quarterly (Attachment A), and annual statements of activity of the City's account.

The Pension Stabilization Trust utilizes a Board of Authority that provides management and oversight of the Trust with participation by one individual per public agency. The fees Quarterly Review of the Pension Stabilization Trust
October 28, 2024

are asset-based, paid monthly, deducted directly from the Trust account, and totaled 30 bps1 annually. This is competitive with other comparable plans.

The purpose of this quarterly review is to report the portfolio summary of the City of Carpinteria Pension Stabilization Trust account.

POLICY CONSISTENCY
-term financial position and
community needs efficiently and effectively.

FINANCIAL CONSIDERATIONS
Portfolio Summary:

As of September 30, 2024, the City held investments as shown in the table below.

Table 1
Investments:

As of September 30, 2024, ,132,831.09
quarter to date (net of fees) of 5.71%, year to date (net of fees) of 8.96%, last 12 months 1 Basis points pertain to interest rates. One basis point is equal to one one-hundredth of one percentage point (0.01%). Therefore, 100 basis points would be equivalent to 1%.

Year to Date (YTD)
Beginning Value $1,232,241.12
Net Withdrawals (200,000.00)
Interest 0.00
Dividends 28,579.36
Change in Market Value 74,743.82
Management Fees (2,733.21)
Ending Value $1,132,831.09
Market Value
Asset
Allocation
Cash and Equivalents 4.77 0.0%
Fixed Income 757,494.23 66.9%
Equities 338,059.36 29.8%
Alternatives 37,272.74 3.3%
Total Account $1,132,831.09 100.0%
Inception date: 6/30/18
YTD: 1/1/2024 - 9/30/2024
Quarterly Review of the Pension Stabilization Trust
October 28, 2024

(net of fees) 18.63%, and inception to date (net of fees) of 4.06%. Attached for City Council review is the statement from Benefit Trust as of September 30, 2024.

An initial deposit of 1 million dollars was invested on June 30, 2018. A second deposit of $52,900 was made on September 18, 2018, and a third of $76,850 was made on January 15, 2020. There was a disbursement of $64,031 for FY 2021 and $28,666 for FY 2022 on October 13, 2021. There was a disbursement of $200,000 for FY 2024 to offset the increase in unfunded accrued liability (UAL) contributions.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
The establishment of the Pension Stabilization Trust Fund is being developed consistent with Section 115 of the Internal Revenue Code. The establishment of the Irrevocable Pension Stabilization Trust Fund mitigates financial risk associated with expected increases in the CalPERS pension rates over the next decade.

ATTACHMENTS
A - September 30, 2024 Performance Report
Staff contact:

Licette Maldonado, Administrative Services Director
[email protected]; (805) 755-4448 Signature

Reviewed by:

Ryan Kintz, Assistant City Manager
[email protected]; (805) 755-4400 Signature

Reviewed by:

Michael Ramirez, City Manager
[email protected]; (805) 755-4450 Signature

ATTACHMENT A

CITY OF CARPINTERIA CA-MUNI-PST

BENEFIT TRUST ACCOUNT
CITY OF CARPINTERIA CA MUNI-PST BENEFIT TRUST ACCOUNT 7440 Portfolio Summary Net of Fees | US Dollar 9/30/2024 CITY OF CARPINTERIA C BENEFIT TRUST ACCOUN Net of Fees | US Dollar 9/30/2024 logo.jpg Asset Allocation Portfolio Summary Year to Date Beginning Value $ 1,232,241.12 Net Withdrawals (200,000.00) Interest - Dividends 28,579.36 Change in Market Value 74,743.82 Management Fees (2,733.21) Ending Value $ 1,132,831.09 YTD: 12/31/2023 - 9/30/2024 Performance Market Value Current Yield Month to Date Quarter to Date Year to Date Last 12 Months Last 3 Years Last 5 Years Inception* to Date Cash and Equivalents 4.77 4.9 - - - - - - Fixed Income 757,494.23 3.9 1.35 5.14 4.64 12.15 -1.82 0.75 2.05 Equities 338,059.36 1.8 1.77 6.26 18.17 31.79 4.46 11.90 9.70 Alternatives 37,272.74 2.6 3.27 16.30 16.45 35.32 3.55 6.00 5.69 Total Account 1,132,831.09 3.2 1.51 5.79 9.20 18.98 0.35 4.20 4.37 Total Account (Net of Fees) 3.2 1.48 5.71 8.96 18.63 0.05 3.89 4.06 S&P 500 TR 2.14 5.89 22.09 36.36 11.92 15.98 14.70 MSCI EAFE 0.97 7.34 13.49 25.38 6.01 8.55 6.78 MSCI ACWI Ex US Net 2.69 8.07 14.21 25.33 4.13 7.58 5.93 BBG Agg (US) 1.34 5.20 4.46 11.58 -1.39 0.33 1.85 BBG Global Agg 1.70 6.98 3.60 11.99 -3.03 -0.82 0.36 50% MSCI ACWI/ 50% BBG Agg 1.83 5.91 11.40 21.35 3.40 6.38 6.44 * Inception date: 6/30/2018 Performance for periods greater than one year are annualized.

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
October 28, 2024

ITEM FOR COUNCIL CONSIDERATION
Annual Review of the

STAFF RECOMMENDATION
Adopt Resolution No. 6345, receiving and filing the annual City Investment Policy.

Sample Motion: I move to the adoption of Resolution No. 6345, as read by title only.

BACKGROUND
California Government Code (CGC) Sections 53601 and 53646 mandates cities and other local agencies to adopt a written investment policy. This policy and any changes must be considered at least annually by the Council at a public meeting. In addition, the government code calls for the following:

The monthly report shall include an accounting of all receipts, disbursements, and fund balances.

The quarterly report shall include an itemized listing of portfolio investments by type, date of maturity, yield to maturity, issuer, par value, dollar amount invested, and book value.

The quarterly report will include a statement of compliance of the portfolio with the per California Government Code Section 53646(b)(2).

The quarterly report shall include a statement of compliance that the investment months or provide an explanation as to why sufficient money shall, or may, not be available, per California Government Code Section 53646(b)(3).

The City Council is the City of Carpinteria trustee and is authorized to make investment decisions on behalf of the City investing public funds subject to the prudent investment Annual Review of Investment Policy
October 28, 2024

standard. The Prudent Investor Standard of the California Government Code Section When investing, reinvesting, purchasing, acquiring, exchanging, selling or managing public funds, a trustee shall act with care, skill, prudence and diligence under circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated need of the City, that a prudent person in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City.

The standard or prudence to be used by investment officials shall be applied in the context of managing the overall portfolio.

Trustees are those persons authorized to make investment decisions on behalf of a local agency. Trustees or City Investment officials, acting in accordance with investment policy and exercising due diligence, shall be relieved of personal responsibility for an individual changes or market price changes, provided deviations from expectations are reported in a timely manner and appropriate action is taken to control adverse developments.

California Government Code Section 53600.6 defines the primary objectives of a trustee investing public money. The primary objectives, in priority order, of investment activities shall be:

1. Safety: Safety of principal is the foremost objective of the investment program.

Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, the City will diversify its investment funds among a variety of securities with independent returns.

2. Liquidity:

City to meet all operating requirements that might reasonably be anticipated.

3. Return on Investments:
attaining a comparative performance measurement or an acceptable rate of return throughout the budgetary and economic cycles. These measurements should be isk constraints identified in the Investment
Policy and the cash flow characteristics of the portfolio.

DISCUSSION
Resolution No. 6345 is provided for the Council's approval of the annual Investment Policy. No changes to the investment policy are proposed.

POLICY CONSISTENCY
No. 6272 on
October 23, 2023. erest in
maintaining compliance with state law and implementing best practices for public sector financial management.

Annual Review of Investment Policy
October 28, 2024

FINANCIAL CONSIDERATIONS
Cash Statement: As of September 30, 2024, the City held cash investments as shown in the table below.

Table I
The Local Agency Investment Fund (LAIF) is a large ($19.6 billion), well-diversified, all Federal and State laws. The City has 24-hour access to all of its deposits via an electronic funds transfer. Interest is earned from day of deposit to day of withdrawal and is paid quarterly. There are about 2,340 State and local agency depositors in the fund.

It has long been the practice of the City of Carpinteria to invest excess funds in LAIF and in FDIC-insured, interest-bearing checking accounts. CGC section 53646 (e) allows the required. This provision minimizes staff time in preparing this quarterly information.

In addition to investments in LAIF, the City purchases U.S. Treasury Notes through Charles Schwab investors. As of September 30, 2024, the was 2.18 years, the average coupon rate was 2.35%, the average yield to maturity was

5.07%, the par value was $10,000,000 and the Market Value was $9,877,265.50 The City Investment P ing three
; namely, safety, liquidity, and yield.

The number one priority, safety, is achieved by making investments only in those investment vehicles permitted by the government code.

Type of Investment/Coupon/CUSIP # Institution/Issuer Par Value Market Value (1) Book Value (2) Demand Deposit - General Checking Montecito Bank 318,763.50 318,763.50 318,763.50 Demand Deposit - Premier Public Money Market Montecito Bank 709,217.35 709,217.35 709,217.35 Demand Deposit - Section 125 Checking Montecito Bank 6,258.87 6,258.87 6,258.87 Demand Deposit - Payroll Checking Montecito Bank 155,000.00 155,000.00 155,000.00 Demand Deposit - Money Market Charles Schwab 4,129,380.82 4,129,380.82 4,129,380.82 Local Agency Investment Fund State of California 3,649,672.97 3,649,672.97 3,649,672.97 Security Investments - U.S. T reasury Charles Schwab 10,000,000.00 9,877,265.50 9,742,467.14 18,845,559.01 18,968,293.51 18,710,760.65
Par Value: Equals face value of security (value of the security when it reaches maturity).

Market Value: The last price for which a security was bought or sold. In this case, the value as of the last day of the month of this report.

Book Value: The amount at which the security is carried in the City's accounting records (adjusted at year-end for GASB 40 reporting CASH AND INVESTMENT PORTFOLIO:

FOOTNOTES TO REPORT/DEFINITION OF TERMS:
(1) For all other investments, the market value is equal to book value. (2) Book value of demand deposits equals the bank balance minus outstanding checks plus deposits-in-transit.

Annual Review of Investment Policy
October 28, 2024

LEGAL AND RISK MANAGEMENT
All quarterly reports required by law have been made in a timely manner and the

PRINCIPAL PARTIES EXPECTED AT MEETING
Unknown

ATTACHMENTS
A. Resolution 6345
Staff contact: Licette Maldonado,
Administrative Services Director
(805) 755-4448, [email protected]
Signature

Reviewed by: Michael Ramirez, City Manager _____
(805) 755-4450, [email protected] Signature
Attachment A
Resolution No. 6345
RESOLUTION NO. 6345

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARPINTERIA,

CALIFORNIA, ACKNOWLEDGING ITS REVIEW, RECEIPT, AND FILING OF THE

ANNUAL STATEMENT OF INVESTMENT POLICY
WHEREAS, the investment policies and practices of the City are based on state law and prudent money management. All funds will be invested in accordance with the 53646; and
WHEREAS, the Administrative Services Director of the City of Carpinteria shall annually submit for review the investment policy, and any changes thereto, shall be considered by the legislative body at a public meeting; (CGC 53646(a)); and WHEREAS, the Annual Statement of Investment Policy was last reviewed and adopted per Resolution No. 6272 on October 23, 2023; and NOW, THEREFORE, BE IT RESOLVED as follows:

SECTION 1. The above recitals are true and correct.

SECTION 2. The investment policy, attached hereto as Exhibit 1, has been reviewed and received for filing.

PASSED, APPROVED AND ADOPTED on October 28, 2024 by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):
________________________
Mayor, City of Carpinteria
ATTEST:

_________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
Resolution No. 6345

I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on October 28, 2024. ________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
APPROVED AS TO FORM:
_______________________________
Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
Exhibit 1 to Resolution No. 6345
City Investment Policy
1 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012

CITY INVESTMENT POLICY

PURPOSE
It is the purpose of the investment policy of the City of Carpinteria (City) to invest funds in a manner which will provide the highest investment return possible consistent with maximum security while meeting daily cash flow demands and conforming to all other statutes governing the investment of City funds.

The investment policies and practices of the City are based on state law and prudent money
Policy, and California Government Code Sections 53601 and 53646.

POLICY
The City shall invest public funds in such a manner as to comply with the state and local law; ensure prudent money management; provide for daily cash flow requirements; and meet the objectives of the Policy, in priority order of Safety, Liquidity and Return on Investment.

SCOPE
This investment policy applies to all investment activities and financial assets of the City.

The funds covered by this policy are accounted for and incorporated in the Comprehensive Annual Financial Report (CAFR) and include:

General Fund
Special Revenue Funds
Debt Service Funds
Capital Project Funds
Fiduciary Funds

PRUDENCE
The City Council is the City of Carpinteria trustees and authorized to make investment decisions on behalf of the City investing public funds subject to the prudent investment standard. The Prudent Investor Standard of the California Government Code Section 2 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012
When investing, reinvesting, purchasing, acquiring, exchanging, selling or managing public funds, a trustee shall act with care, skill, prudence and diligence under circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated need of the City, that a prudent person in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City.

The standard or prudence to be used by investment officials shall be applied in the context of managing the overall portfolio.

Trustees are those persons authorized to make investment decisions on behalf of a local agency. Trustees or City Investment officials, acting in accordance with investment policy and exercising due diligence, shall be relieved of personal responsibility for an individual changes or market price changes, provided deviations from expectations are reported in a timely manner and appropriate action is taken to control adverse developments.

OBJECTIVES
California Government Code Section 53600.6 defines the primary objectives of a trustee investing public money. The primary objectives, in priority order, of investment activities shall be:

1. Safety: Safety of principal is the foremost objective of the investment program.

Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, the City will diversify its investment funds among a variety of securities with independent returns.

2. Liquidity: The investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might reasonably be anticipated.

3. Return on Investments: The investment portfolio shall have the objective of attaining a comparative performance measurement or an acceptable rate of return throughout the budgetary and economic cycles. These measurements should be Policy and the cash flow characteristics of the portfolio.

DELEGATION OF AUTHORITY
Government Code Sections 53600 through 53609. Management responsibility for the investment program is hereby delegated to the City Manager or the Administrative Services Director (City Treasurer) as directed by the City Council. Under the authority granted by the City Council, no person may engage in an investment transaction covered by the terms of this policy unless directed by the City Treasurer. 3 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012

ETHICS AND CONFLICTS OF INTEREST
Investment officials shall refrain from personal business activity that could conflict with the proper execution and management of the policy and the investment program, or which could impair their ability to make impartial investment decisions. The investment officials are governed by the Political Reform Act of 1974 regarding disclosure of material financial interests.

AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS

AUTHORIZED AND SUITABLE INVESTMENTS
The City Treasurer may invest City funds in the following instruments as specified in the California Government Code, Sections 53600 et seq., and as further limited in this policy. The City is empowered by statue to invest in the following types of securities:

Federal Deposit Insurance Corporations (FDIC) Insured Accounts. Funds required for immediate cash flow needs shall be deposited in an interest-bearing FDIC insured checking account at a bank in Carpinteria. Dollar Maximum: None; Maximum Maturity: N/A
Local Agency Investment Fund (LAIF), of the State of California. Investments in accordance with the laws and regulations governing those funds. Dollar Maximum:
$65 million (State Statue limit); Maximum Maturity: N/A Obligations of the U.S. Government, its agencies and instrumentalities, including U.S. Treasury notes, bonds, bills, or certificate indebtedness, or those for which the full faith and credit of the United States are pledged for the payment of principal and interest, federal agencies, mortgage-backed securities with a fixed coupon issued by an agency of the U.S. Government, government-sponsored enterprise obligations (GSE), participation, or other instruments. Dollar Maximum: None; Maximum Maturity: 5 years
4 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012
Investments not specifically authorized herein are disallowed. Additionally, California Government Code Section 53601.6 disallows the following: inverse floaters, range notes, or interest-only strips that are derived from a pool of mortgages. Futures, options, all leveraged purchases, reverse repurchases, and speculations on interest rates are specifically not allowed by this policy.

REVIEW OF INVESTMENT PORTFOLIO
The securities held by the City must be in compliance with Section Authorized and Suitable Investments at the time of purchase. Because some securities may not comply with Section Authorized and Suitable Investments subsequent to the date of purchase, the City Treasurer or designee, shall at least annually review the portfolio to identify those securities that do not comply. The City Treasurer shall establish procedures to report to the City Council and Budget/Finance Standing Committee, major and critical incidences of noncompliance identified through the review of the portfolio.

INVESTMENT POOLS / MUTUAL FUNDS
A thorough investigation of the pool/fund is required prior to investing, and on a continual basis. There shall be a questionnaire developed which will answer the following general questions:

A description of eligible investments securities, and a written statement of investment policy and objectives.

A description of interest calculations and how it is distributed, and how gains and losses are treated.

A description of how the securities are safeguarded (including the settlement processes), and how often the securities are priced, and the program audited.

A description of who may invest in the program, how often, what size deposit and withdrawal are allowed.

A schedule for receiving statements and portfolio listings.

A description of how the pool/fund maintains reserves, retains earnings or how income after expense is distributed to participants.

A fee schedule, and when and how it is assessed.

The eligibility of the pool/fund to invest in bond proceeds and a description of its practices.
5 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012

COLLATERALIZATION
Collateralization will be required on certificates of deposit. In order to anticipate market changes and provide a level of security for all funds, the collateralization level will be 110% of market value for Certificates of Deposits. Collateral will always be held by an independent third party with who the City has a current custodial agreement. A clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The right of collateral substitution is granted.

SAFEKEEPING AND CUSTODY
All security transactions entered into by the City shall be conducted on a delivery-versuspayment (DVP) basis. Securities will be held by a third-party custodian designated by the City Treasurer and evidenced by safekeeping receipts.

DIVERSIFICATION
The City shall diversify its investments to avoid incurring unreasonable risks inherent in over investing in specific instruments, individual financial institutions or maturities.

Nevertheless, the asset allocation in the portfolio should be flexible depending upon the needs.

MAXIMUM MATURITIES
To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the City will not directly invest in securities maturing more than 5 years from the date of purchase. Reserve fund may be invested in securities exceeding 5 years if the maturity of such investments is made to coincide as nearly as practicable with the expected use of the funds.

INTERNAL CONTROLS
The City Treasurer shall establish and maintain a system of appropriate internal controls to ensure compliance with policies and procedures. The controls should be designed to prevent losses of public funds arising from fraud, error, or imprudent actions by employees and officers of the City.

PERFORMANCE STANDARDS
The investment portfolio shall be designed with the objective of obtaining a rate of return throughout budgetary and economic commensurate with the investment risk constraints -and-hold). Given
this strategy, the City Treasurer shall determine whether market yields are being achieved by comparing the total return of the portfolio to the monthly LAIF rate and the two-year U.S. Treasury Note as useful benchmarks to measure whether or not the net yields are matching or surpassing the market yields. The benchmarks and investment performance will be reviewed by the Budget/Finance Standing Committee as market 6 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012
conditions warrant or when the benchmarks are not met for a consecutive one-year period.

REPORTING
In accordance with California Government Code section 53607, the investment report shall be submitted to the City Council on a monthly basis by the City Treasurer. The City Treasurer shall review and render monthly and quarterly investment reports and include the following:

The monthly report shall include an accounting of all receipts, disbursements and fund balances.

The quarterly report shall include an itemized listing of portfolio investments by type, date of maturity, yield to maturity, issuer, par value, dollar amount invested, and book value.

The quarterly report will include a statement of compliance of the portfolio with the per California Government Code Section 53646(b)(2).

The quarterly report shall include a statement of compliance that the investment months, or provide and explanation as to why sufficient money shall, or may, not be available, per California Government Code Section 53646(b)(3).

INVESTMENT POLICY ADOPTION
by the City Council.

The policy shall be reviewed annually by the City Council and any modifications to the investment policy must be approved by the City Council. 7 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012

GLOSSARY
Agencies: Federal agency securities and/or Government-sponsored enterprises.

Benchmark: A comparative base for measuring the performance or risk tolerance of the investment portfolio. A benchmark should represent a close correlation to the level of risk Broker: A broker brings buyers and sellers together for commission.

Buy and Hold Strategy: Investments in which management has the positive intent and ability to hold each issue until maturity.

Certificate of Deposit: Large denomination ($100,000 or more) interest bearing time deposits, paying the holder a fixed amount of interest at maturity. Funds cannot be withdrawn before maturity without giving advance notice and without a penalty.

City Treasurer: The Administrative Services Director serves as the City Treasurer, as appointed by the City Council.

Collateralization: To secure a debt in part or in full by pledger of collateral, asset pledged as security to ensure payment or performance of an obligation. Also refers to securities pledged by a bank to secure deposits of public monies.

Comprehensive Annual Financial Report (CAFR): The official annual report of the City.

It includes five combined statements for each individual fund and account group prepared in conformity with GAAP. It also includes supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions, extensive introductory material, and detailed statistical section.

Coupon:
interest due on a payment date.

Dealer: A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account.

Diversification: Dividing investment funds among a variety of securities offering independent returns.

Duration: A measure of the sensitivity of the price (the value of principal) of a fixedincome investment to a change in interest rates. Duration is expressed as a number of years. Rising interest rates means falling bond prices, while declining interest rates mean rising bond prices.

Federal Deposit Insurance Corporation (FDIC): A federal agency that insures bank deposits, currently up to $250,000 per entity.

Interest Rates: The annual yield earned on an investment, expressed as a percentage. 8 | P a g e
Last Revised: October 26, 2020; Resolution No. 6012
Liquidity: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value.

Local Agency Investment Fund (LAIF): A voluntary investment program offering participating agencies the opportunity to participate in a major portfolio which daily invests Office investment staff at no additional cost to the taxpayer. Investments in LAIF, considered a short-term investment, is readily available for cash withdrawal daily.

Market Value: The price at which a security is trading and could presumably be purchased or sold.

Par Value: The principal amount of a note or bond which must be paid at maturity. Par, of the security. A par bond sold at a price of 100 percent of its principal amount.

Portfolio: Collection of securities held by an investor.

Principal: The face value of par value of a debt instrument, or the amount of capital invested in a given security.

Rate of Return: The yield obtainable on a security based on its purchase price or its current market price. This may be the amortized yield to maturity on a bond the current income return.

Treasury Bills: A non-interest bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months, or one year.

Treasury Notes: Medium-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S. Government and having initial maturities of two to ten years.

Uniform Net Capital Rule: Securities and Exchange Commission requirement that member firms as well as nonmember broker-dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15 to 1; also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin loans and commitments to purchase securities, one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash.

Yield: The rate of annual income return on investment, expressed as a percentage. (a) INCOME YIELD is obtained by dividing the current dollar income by the current market price for the security. (b) NET YIELD or YIELD TO MATURITY is the current income yield minus any premium above par or plus any discount from par in purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond.

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
October 28, 2024

ITEM FOR COUNCIL CONSIDERATION
Code Compliance Quarterly Report Q3, 2024.

STAFF RECOMMENDATION
Receive and file the Q3 Code Compliance Quarterly Report.

BACKGROUND
The Code Compliance Division enforces local and state laws for the City of Carpinteria.

Staffing includes one Code Compliance Supervisor and one Code Compliance Officer II with varied schedules generally serving the city seven days a week. Code Compliance staff work both proactively and in response to community-initiated requests to address zoning, building, homelessness, public nuisances, smoking restrictions, animal control, and parking regulations, within City limits. Code Compliance staff work in cooperation with all City Departments, the Sheriff’s Office, and other outside agencies to resolve coderelated issues and calls for service in an efficient and timely manner.

At the request of the City Council, Code Compliance staff provides a quarterly report summarizing the recent types and number of compliance efforts responded to by the Code Compliance division. Where appropriate or noteworthy, the quarterly report can be used to highlight current issue areas, trends (both positive and negative), or particularly significant cases that have been addressed.

Figure 1, below, provides the available means to contact Code Compliance staff. Contact via the City’s service request portal (web link provided below) is the preferred method for filing a complaint or logging a request for service.

Figure 1. Code Compliance Contact Information
https://carpinteriaca.gov/service-request/
David Hernandez (805) 755-4418 [email protected] Henry Menendez (805) 755-4413 [email protected]
Code Compliance Quarterly Report Q3
October 28, 2024

DISCUSSION
The following discussion and attached presentation (Attachment A) summarizes the reported Code Compliance activities for the third quarter (July, Aug., Sept.) of 2024.

Dozens of service requests are received monthly, in addition to numerous code violations identified by Code Compliance staff during routine patrols. Those initial service requests and officer-initiated contacts that require further investigation or action by Code Compliance staff are logged as cases. Code Compliance responds to and/or investigates each case to determine the appropriate course of action to best resolve these issues. Code Compliance staff logged 152 total cases opened this quarter, down 9 161 cases. This is summarized by type below
and is graphically depicted in slide 3 of Attachment A:

Animal Control Services: 7
Animal Violations: 12
Bicycles on Sidewalk: 9
Business Licensing: 11
Graffiti: 12
Health and Safety: 5
Homeless Contacts: 3
Parking Enforcement: 77
Public Nuisances: 2
Public Parks & Beaches: 4
Street & Sidewalk
Encroachments: 0
Zoning- Sign Regulations: 8
Zoning Enforcement: 2
Code Compliance routinely patrols City streets and parks, and monitors for typical parking and animal-related code violations (e.g., 72-hour parking or off-leash dog), in addition to watching out for other types of code violations such as unpermitted signs or construction, and homeless encampments. Code Compliance also receives requests for service from the public via online service requests (GoGov), email, phone, and in person, with online being the preferred and most efficient means. The most common types of service requests and contacts during Q3 were for Parking, Animal Violations, and Graffiti at 77, 12, and 12, respectively. Contacts related to Bicycles on Sidewalks remained high at 9; however, as we transition into Q4, contacts for these types of activities are anticipated to decrease due to reduced tourism in the fall and winter months.

Of the 152 cases opened this quarter, 117 were community-initiated service requests.

Members of the public can access the online service request portal website and/or smartphone app (search Carpinteria in the app store). The system allows for better tracking of requests, automatic notifications to requestors when service is complete, and even allows requestors to leave feedback on the quality of service provided. Public outreach to encourage utilization of the online service request system remains ongoing. Slide 7 in Attachment A shows public feedback received in Q3 from users of the online service request system; these survey results from the public are a great metric and can help inform improvements in how staff resolves various code compliance matters going forward.

Slides 8 and 9 in Attachment A break down the way service requests are being generated and the types of requests that are being reported to the Code Compliance division through the GOGov software.

Code Compliance Quarterly Report Q3
October 28, 2024

Code Compliance cases, excluding parking and animal control-related compliance activities, are summarized in Slide 10 of Attachment A. These cases include zoning violations, graffiti, public nuisances, homeless contacts, and business license violations, among others.

Zoning compliance efforts include incidents like residents building without permits, unpermitted use of property, and businesses operating without a business license. When a violation is found to have occurred, several code compliance tools are used to gain voluntary compliance such as a
violation. If voluntary compliance is not gained, staff has the ability to issue Administrative Citations in the amount of $100, $200, and up to $500 per day for each day that a violation continues to exist. Staff opened 2 zoning cases this quarter, both being resolved with the issuance of compliance letters. Additionally, staff resolved 8 sign regulation violations.

Code Compliance staff addressed 2 Public Nuisance cases this quarter. Public Nuisances can include property maintenance issues such as overgrown lawns and shrubs, or barking dogs and other loud sounds. Staff successfully addressed 1 vehicle under the Municipal Code for storage of abandoned, wrecked, dismantled, or inoperative vehicles or parts thereof on private property and 1 storage of abandoned, discarded or unused furniture, appliances, sinks, toilets, cabinets, or other household fixtures or equipment that is visible from a public area.

During the past quarter, Code Compliance staff received 44 noise complaints, 34 of which were related to live entertainment at Island Brewing Company. While these complaints are not formally logged as cases, they highlight an ongoing concern regarding live entertainment noise. In response, Code Compliance staff has been monitoring and measuring noise levels near live entertainment venues to assess the impact. Code Compliance staff have also invested in a new sound meter with decibel-level recording capabilities to streamline data collection. This information will be presented to the City Council in an upcoming report.

There were 3 contacts with people experiencing homelessness, which is significantly down over past years. This reduction is believed to be partly due to the combined efforts of the Sheriff s Department and Code Compliance staff, including contacts, outreach, and enforcement; which helps reduce the number of violations. Also contributing to the reduction is the centralized location of the lunch program where service providers can assist helping people in need connect with a wide range of services. Typically, organizations like Good Samaritan, New Beginnings, Behavioral Wellness, and AmeriCorps attend weekly.

Even though staff have seen an overall reduction in contacts and calls for service there is still a small group of people experiencing homelessness that are resistant to services and tend to repeatedly return to sensitive habitat areas as seen on slide 11(map).

Enforcement efforts, along with collaboration from Public Works for clean-up, continue to remain a priority.

Code Compliance Quarterly Report Q3
October 28, 2024

Staff dedicates approximately 10 hours a month to attend meetings and trainings related to people experiencing homelessness, and/or doing outreach in the field and working with outside agencies who assist people to get off the street and into housing. Staff’s enforcement and outreach approach, along with connecting those in need to the providers previously listed, have seen dramatic reduction in contacts this year. Slide 12 of Attachment A shows staff having made 135 contacts related to homelessness in 2022/2023 vs 56 this calendar year.

There were 32 Health and Safety, Bicycles on Sidewalks, Animal Services, and Business Licensing-related cases this quarter. These include public contacts for public smoking and open containers, and shopping carts, among others. To highlight some of the cases opened this quarter, 11 Business Licensing violations were addressed. These include auto detailing operators, mobile vendors/food trucks, and businesses operating from their homes.

There were 692 parking tickets issued and 81 service requests for alleged 72-Hour Parking violations in Q3 compared to last quarter’s 352 tickets and 71 service requests.

Certain areas of the city, such as neighborhoods with higher density housing, generate more service requests related to 72-hour parking violations. These areas may require increased monitoring and enforcement actions to gain compliance. Staff notes that parking enforcement service requests were up slightly compared to the last quarter and may be credited to the new online portal. Slides 13 and 14 (map) of Attachment A break down the 692 issued parking citations by type of violation and location, with the vast majority attributed to: (1) parking in “no parking” areas; (2) 72-hour parking violations; and (3) Timed Parking violations.

Slides 15 and 16 (map) of Attachment A show typical animal control-related contacts and/or service requests including off-leash reports, stray dogs, and disposal of dead animals. This quarter included 9 contacts for dogs off-leash, 2 dog in a prohibited area, 3 license checks, 3 strays/adoptions, and 4 barking dog complaints. The City Dog License Program is a mandatory program that requires all dogs 4 months and older to be licensed. The program aims to accomplish two goals: (1) To ensure all dogs are currently vaccinated. (2) Identification of lost or stolen dogs. Code Compliance staff routinely preform license checks when contacts are made for other animal violations like off leash contacts, dog bites, and animal noise complaints. To purchase a dog license please visit City Hall during normal business hours with your current rabies vaccination record or visit one of our off-site partners. 1
As a reminder, citizens who wish to volunteer to foster or walk our adoptable pets can go to the City’s website to learn more about becoming a volunteer, or contact Code Compliance staff directly for questions on becoming a foster volunteer. If interested in adopting a pet, please see the Animal Control page of the city’s website for information on currently available pets.
2 POLICY CONSISTENCY
1 Animal Medical Clinic, 1037 Casitas Pass Rd. and Lemos Feed & Pet Supply, 4945 Carpinteria Ave. 2 Please visit Carpinteria’s Animal Care and Control page here: https://carpinteriaca.gov/cityhall/community-development/animal-care-and-control/ Code Compliance Quarterly Report Q3
October 28, 2024

City Council Primary Goal #1 Enhance Public Outreach, Education, and Transparency.

The purpose of this report is to provide transparency to the public for the services the Code Compliance Division provides to the community.

FINANCIAL CONSIDERATIONS
No financial analysis is included as a part of this report.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
No legal issues are presented as a part of this report.

OPTIONS
The City Council could provide feedback and/or additional direction to staff regarding future reports.

PRINCIPAL PARTIES EXPECTED AT MEETING
None.

ATTACHMENTS
Attachment A. Code Compliance 3rd Quarter 2024 Presentation Staff contact: David Hernandez, Code Supervisor
(805) 755-4418, [email protected]

Signature
Reviewed by: Nick Bobroff, Community Development Director (805) 755-4407, [email protected]

Signature
Reviewed by: Ryan Kintz, Assistant City Manager
(805) 755-4400, [email protected]

Signature
Code Compliance Quarterly Report Q3
October 28, 2024

Reviewed by: Michael Ramirez, City Manager
(805) 755-4450, [email protected] Signature

Code Compliance
Q
U
A
R
T
E
R
LY
R
E
P
O
R
T
J
uly
1 S
e
p
t. 3
0 ,
2 0
2 4
Code Compliance Supervisor David Hernandez (805) 755-4418 [email protected] Code Compliance Officer II Henry Menendez (805) 755-4413 [email protected] https://carpinteriaca.gov/service-request/ 7 12 9 1112 5 3 77 2 4 8 2 0 10 20 30 40 50 60 70 80 90 ANIMAL CONTROL SERVICES ANIMAL VIOLATIONS BICYCLES ON SIDEWALKS BUSINESS LICENSING GRAFFITI HEALTH AND SAFETY HOMELESS CONTACT PARKING PUBLIC NUISANCE PUBLIC PARKS AND BEACHES ZONING- SIGN REGULATIONS ZONING Total Cases Opened by Type 72Hour Violations- Abandoned Vehicles
Animal Violations
Graffiti
Customer Satisfaction Results For Q3 2024 31 Surveys filled out this time period. 141 Requests closed this time period with 132 surveys sent.

Email 1% App 16% Phone 2% Web 81% How Requests are Reported 87 11 44 28 3 5 Service Requests Received by Type Abandoned Vehicle Animals Noise Other Request Short Term Rental Complaints Signs 9 11 12 5 3 2 4 2 8 0 2 4 6 8 10 12 14 BICYCLES ON SIDEWALKS BUSINESS LICENSING GRAFFITI HEALTH AND SAFETY HOMELESS CONTACT PUBLIC NUISANCE PUBLIC PARKS AND BEACHES ZONING ZONING- SIGN REGULATIONS Code Cases by Type Homeless Contacts Q3 2024
135 56 H OM E LES S CO NT A CT H OM ELES S C O NT A CT ONE YEAR ANALYSIS OF HOMELESS CONTACTS 2022-2023 2023-2024 Totaling 95+ Hours Totaling 38+ Hours 0 50 100 150 200 250 300 72 HOUR PARKING 90-MINUTE PARKING CURRENT TABS REQ (SIGN OFF REQ) DISPLAY FOR SALE DISPLAY OF VEH PLATES (SIGN OFF REQ) FAILURE TO FOLLOW POSTED SIGN NO PARKING AREAS NO PARKING RED ZONE PARKED IN CROSSWALK PARKED IN FRONT OF DRIVEWAY PARKED IN RED ZONE PARKED ON HANDICAPPED MARKINGS PARKED ON SIDEWALK PARKED W/IN 15 FT OF FIRE HYDRANT PASSENGER LOADING ZONE REGISTRATION REQUIED REPAIRING VEHICLE RIGHT SIDE PARALLEL PARK 18 INCHES T PRKG SINGLE SPACE REQUIRED TWO-HOUR PARKING VIO OF CURB MARKINGS/RESTRICTED ZONES VIOL/1 HR TRK PARKING IN RES ZONE 81 3640 1 10 41 26211
3 11
5 1 47 651
8 5 67
2 13 Parking Citations by Type 050 100 150 200 250 300 NO PARKING AREAS 72 HOUR PARKING TWO-HOUR PARKING 262 81 67 72hr Violations by Location
0 5 10 15 20 25 30 35 40 45 50 Animal Noise Nuisance Dog leash required Dog license required Dogs prohibited Strays/Adoptions Animal Bite Reports Dog License Issued 4 9
3 2
3 14 49 Animal Control Q3 2024
Animal Control & Services
City of Carpinteria

COUNCIL AGENDA STAFF REPORT
October 28, 2024

ITEM FOR COUNCIL CONSIDERATION
First Quarter Department Reports for the Fiscal Year 2024/25 Budget

STAFF RECOMMENDATION
Receive and File First Quarter Department Reports for Fisal Year 2024/25 Budget.

Sample Motion: I move to receive and file the First Quarter Department Reports for the Fisal Year 2024/25 Budget.

BACKGROUND
On January 29, 2024, the City Council held a special meeting to, among other things:
(1) receive information on the revised Annual Work Plan development process, and (2) develop, and review for approval, City Council goals and priorities for the Fiscal Year 2024-25 Annual Work Plan. As part of the revised Annual Work Plan process, City Council goals and priorities would serve as the basis for staff development of program goals and objectives . The revised process allowed
for strategic consideration of other key factors in program development such as available funding, staff capacity, technology and resources, and regulatory and legal constraints. In addition, the Annual Work Plan implementation timeline was adjusted and allocation of program resources.

On February 26, 2024, City Council adopted five primary goals1 (and several associated priorities), including to Enhance Public Outreach, Education, and Transparency.

With this direction, City Manager Ramirez proposed, and later established, a quarterly reporting structure to include detailed updates on City programs with the goal of keeping the City Council and public well informed of program progress, successes, and challenges, if any.
1 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=1392&meta_id=89083 FY 2024/25 First Quarter Department Reports
October 28, 2024

On June 24, 2024, the City Council adopted the Fiscal Year (FY) 2024-25 Budget, which included setting related Appropriations Limits as required by State Law, making year-end amendments to the FY 2023-24 Budget, updating budget and fiscal policies, and adopting salary schedules for FY 2024-25. Additionally, staff presented excerpts from each Departments FY 2024/25 Program Sheets which included the planned goals, associated objectives, and performance measures for each respective department for the upcoming FY 2024-25.

The purpose of this agenda item is to present to the City Council and the public the First Quarter Department Reports for Fiscal Year 2024/25, as provided in Attachment A.

DISCUSSION
The First Quarter Department Reports for Fiscal Year 2024/25, provided in Attachment A, present a detailed overview of each department's program activities and progress during the quarter. Key sections of the reports include:

1. Executive Summary: A brief overview summarizing each department's major accomplishments and challenges faced during the quarter.

2. Key Highlights: Notable milestones achieved, including completed projects and initiatives that align with the City Council's goals.

3. Goals and Status Updates: Each department outlines its established goals, detailing current progress, actions taken, challenges encountered, and next steps for future quarters.

4. Financial Summary: An overview of budget performance, highlighting major expenditures, variances, and any financial concerns to ensure transparency in resource management.

5. Community Engagement and Outreach: Reports on community engagement efforts, feedback received, and responses to that feedback.

6. Conclusion: An analysis of next steps and plans for the coming quarters, focusing on continuous improvement and alignment with City objectives. Also, to acknowledge contributions from departments, staff, and community stakeholders.

These reports provide valuable insights into each department's operations and progress toward fulfilling the City's objectives for the fiscal year.

ATTACHMENTS
Attachment A: First Quarter Department Reports for the Fiscal Year 2024/25 Budget

FY 2024/25 First Quarter Department Reports
October 28, 2024

Reviewed by: Ryan Kintz, Assistant City Manager
(805) 755-4400, [email protected] Signature
Reviewed by: Michael Ramirez, City Manager
(805) 755-4450, [email protected] Signature

General Government Department
First Quarter Reports for the Fiscal Year 2024/25
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General and Tidelands Trust Funds
________________________________________________________________________ I. Executive Summary
Over the first quarter of fiscal year 2024/25, the City Council held several meetings creating space for public engagement and coordination with stakeholders on matters of interest to the community. A partial list of public meetings conducted during the quarter include: City Council, Library Board of Trustees, Finance Committee, Harbor Seal Advisory Committee, Ad Hoc Senior Services Planning Committee, and General Plan/Coastal Plan Update Committee meetings. Council members also participated on other government agency committees such as the Santa Barbara Metropolitan Transit District and BEACON, the Beach Erosion Authority for Clean Oceans and Nourishment.

Participation on regional committees during the quarter include, but are not limited to, the Santa Barbara County Elected Leaders Forum to Address Homelessness and the South Coast Youth Safety Partnership.

The City Council also participates in, and/or coordinates or helps to coordinate, many informal activities throughout the city and county such as the Santa Barbara County Mental Health & Wellness Faire, Santa Barbara South Coast Chamber of Commerce State of the County, the Caprinteria Independence Day Parade, and a community meet and greet.

See below for a non-exhaustive list of formal actions taken by the Council over the first quarter.

II. Key Highlights
Major Milestones Achieved:

Resolution No. 6341 approving and adopting the City Procurement Policy.

Adoption of Ordinance No. 778, amending Carpinteria Municipal Code (CMC) Chapter 8.52, Smoking Regulations, establishing a ban on smoking in multiunit residences, as defined, starting July 1, 2025, and updated requirements for signage at tobacco retail locations, as well as revised smoking regulations for hotels to align with current State law.

Award of Construction Contract for the prioritized Via Real Stormwater Project.

Legislation Position Letter opposing Assembly Bill 2557.

Significant Issues or Challenges Encountered:

None.

Program: Legislative & Policy
City of Carpinteria FY 2024/25 Operating Programs
Upcoming Priorities for the Next Quarter
Participation in the California Joint Powers Insurance Authority Risk Management Educational Forum
Participation in the League of California Cities Conference Amendment to CMC 8.20 Sleeping and Camping, to align with the Supreme Court of the United States recent ruling (Grants Pass).

Receipts of Law Enforcement Annual Report
Public Hearing on Entertainment License
III. 1st Quarter: Status Update
N/A
IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities (non-exhaustive):

Independence Day Parade
AgeWell Dia de los Abuelos Celebration
National Night Out
Service Club participation
Santa Barbara County Trails Council Hike
District 1 - Meet & Greet, July 28, 2024
Movies in the Park
Feedback Received:

N/A
Response to Feedback:

N/A
VI. Conclusion
In February of 2024 the City Council adopted five primary goals for fiscal year 2024/25, which began on July 1. Since that time, City Council has made numerous formal and informal, and group and individual, investments toward advancing Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 101 - Legislative & Policy
Expenditure
51 - Personnel Services 159,900 $ 159,900 $ 39,246 $ 25% 55 - Other Operating Expenses 55,400 55,400 35,446 64%
Expenditure Total: 215,300 $ 215,300 $ 74,692 $ 35%
City of Carpinteria FY 2024/25 Operating Programs
those goals. With City Council direction, City staff has initiated several efforts to enhance public outreach, education, and transparency, including the implementation of this quarterly report. In addition, training has been provided to the City Council, Architectural Review Board (ARB), and Planning Commission regarding state housing mandates. The City Council continues to advocate for local control on land use issues, while adhering to state law, and working to accommodate city growth while maintaining a small beachside town (City Council Primary Goal #2).

Acknowledgements. (CAO) has been
instrumental in the education and navigation of state housing mandates. valuable support to the City Council on a number of sensitive land use issues of coordinated on a number of comment letters to the County and various legislative bodies on several issues from cannabis odor to state housing law. Future Leaders of America played a critical role in adoption of a new City ordinance addressing smoking in multi-unit housing. In addition, funds allocated by the City Council through the Community Service Support Grant program have supported vital programming provided by several local non-profits.

City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General and Library Funds
________________________________________________________________________ I. Executive Summary
The City Council relies on appointees of its commissions, boards, and committees for technical expertise, development review and approval, and recommendations on a number ompleted
a draft City Advisory Group Handbook and Code of Conduct, and developed draft standardized procedures for the appointment and reAdvisory Groups.

II. Key Highlights
Major Milestones Achieved:

Completed City Advisory Group Handbook and Code of Conduct.

Developed standardized procedures for the appointment and re-appointment Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Meeting of the Ad Hoc Appointment Process Committee to review the City Advisory Group Handbook, Code of Conduct, and Procedures for the appointment and re-
Council adopts City Advisory Group Handbook, Code of Conduct, and and the Coastal View News.

Begin biennial recruitment of all City Advisory Groups in December 2024 with Council to make appointments in January 2025.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City CouncilGOALS AND STATUS
Program: Commissions, Boards, and Committees
City of Carpinteria FY 2024/25 Operating Programs

1. Goal: Engage the City Council Boards, Commissions, and Committees Review Committee to review and revise program standards, procedures, and processes.

Status
Current Progress: On Track
Actions Taken This Quarter:

Completed City Advisory Group Handbook and Code of Conduct.

Developed standardized procedures for the appointment and reChallenges:

None
Next Steps:

Meeting of the Ad Hoc Appointment Process Committee to review the City Advisory Group Handbook, Code of Conduct, and Procedures for the appointment and reCouncil adopts City Advisory Group Handbook, Code of Conduct, and media, and the Coastal View News.

Begin biennial recruitment of all City Advisory Groups in December 2024 with Council to make appointments in January 2025.

VI. Financial Summary (Department-wide)
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Engagement activities scheduled for Q2.

Feedback Received:

None
Response to Feedback:

None
City of Carpinteria FY 2024/25 Operating Programs
VI. Conclusion
Summary of Overall Progress
Progress is on schedule.

Acknowledgment of Contributions from Departments, Staff, and Community Members
None
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
During the first quarter, City staff created and issued a Request for Proposal for a consultant firm to: (1) provide extensive community outreach to better inform decisionmakers and development of the next City Work Plan, and (2) to facilitate a City Council retreat (public meeting). In addition, staff created a concise summary of the adopted budget (Budget Brief), highlighting key financial allocations and priorities.

II. Key Highlights
Major Milestones Achieved:

Created and issued a Request for Proposal to conduct a community survey, three community workshops, and conduct a City Council retreat (public meeting).

Created Budget Brief
Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Make Budget Brief available on City Website.

Consultant firm selection.

Schedule City Council retreat (public meeting) to review and revise, or develop, City Vision, Mission, Goals, and Values.

Program: City Administration
City of Carpinteria FY 2024/25 Operating Programs
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1: Enhance Public Outreach, Education, and Transparency.

GOALS AND STATUS

1. Goal: Enhance public participation in Annual Work Plan development process.

Status
Current Progress: On Track
Actions Take This Quarter:

Created and issued a Request for Proposal for a consultant firm to conduct a community survey, three community workshops, and conduct a City Council retreat (public meeting) to review and revise, or develop, City Vision, Mission, Goals, and Values.

Challenges: None.

Next Steps:

Consultant firm selection.

Community survey and workshops

2. Goal: Assist the City Council to review and revise, or develop, City Vision, Mission, Goals, and Values for inclusion in the Annual Work Plan.

Status
Current Progress: On Track
Actions Take This Quarter:

Created and issued a Request for Proposal for a consultant firm to conduct a community survey, three community workshops, and conduct a City Council retreat (public meeting) to review and revise, or develop, City Vision, Mission, Goals, and Values.

Challenges: None.

Next Steps:

Consultant firm selection.

Schedule and conduct City Council retreat (public meeting) to review and revise, or develop, City Vision, Mission, Goals, and Values.

Implementation activities for this goal are scheduled to occur in Q3.

City of Carpinteria FY 2024/25 Operating Programs

3. activities.

Status
Current Progress: On Track
Actions Take This Quarter:

Created Budget Brief and conducted in-person outreach during the Avocado Festival.

Challenges: None.

Next Steps:

Make Budget Brief available on City Website.

Schedule and provide presentations to educate community members on VI. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities:

City booth at Avocado Festival.

Feedback Received:

City staff received some positive feedback on the simplified document.

Response to Feedback:

None.

VI. Conclusion
Overall, program goals and objectives are on track; however, the majority of activities are scheduled to occur in Q2 and Q3. Feedback regarding the upcoming community survey and workshops has been overwhelmingly positive and the City Council remains committed to its goal to enhance public outreach, education, and transparency (Primary Goal #1).

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 111 - City Administration
Expenditure
51 - Personnel Services 696,430 $ 696,430 $ 118,660 $ 17% 52 - Professional Services 39,000 39,000 - 0%
54 - Utilities 500 500 58 12%
55 - Other Operating Expenses 13,200 13,200 3,581 27%
Expenditure Total: 749,130 $ 749,130 $ 122,299 $ 16%
City of Carpinteria FY 2024/25 Operating Programs
Assistant City Manager, Ryan Kintz, former Program Manager, Olivia Uribeinstrumental in advancing program goals and objectives.

City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
This quarter, staff successfully transitioned to an entirely digital format for staff reports, eliminating the need to print original documents for signatures. The City Advisory Group Handbook and Code of Conduct were completed, alongside the development of Groups. While the goal of establishing a formalized appointment process remains on track, other objectives within the Records Management Program have been delayed due to competing priorities.

II. Key Highlights
Major Milestones Achieved:

Transitioned to a fully digital staff report system, eliminating printed originals for signatures.

Completed City Advisory Group Handbook and Code of Conduct.

Developed standardized procedures for the appointment and re-appointment Significant Issues or Challenges Encountered:

Staff time allocated to other priorities hindered progress on some objectives.

Upcoming Priorities for the Next Quarter
Procure agenda management software.

Develop electronic routing and review processes for staff reports.

Purchase an Electronic Records Management System for efficient retention and retrieval of official City documents.

Adopt an electronic signature policy for official City documents.

Convene the Ad Hoc Appointment Process Committee to review the City Advisory Group Handbook, Code of Conduct, and appointment procedures.

Seek City Council adoption of the City Advisory Group Handbook, Code of Conduct, and appointment procedures.
media, and the Coastal View News.

Initiate biennial recruitment for all City Advisory Groups in December 2024, with Council appointments scheduled for January 2025.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Program: Records Management
City of Carpinteria FY 2024/25 Operating Programs
City Council Primary Goal #1 Enhance Public Outreach, Education, and Transparency

GOALS AND STATUS

1. Goal: Streamline agenda packet process.

Status
Current Progress: Not Started
Actions Taken This Quarter:

None
Challenges:

Staff time spent on other priorities.

Next Steps:

Procure agenda management software.

Develop electronic routing and review of staff reports.

2. Goal:
documents and adopt an electronic signature policy for official City documents.

Status
Current Progress: Delayed
Actions Taken This Quarter:

Staff reports are entirely digital and original staff reports are no longer printed out to obtain signatures.

Challenges:

Staff time spent on other priorities.

Next Steps:

Purchase an Electronic Records Management System for the efficient retention and retrieval of official City documents.

Adopt an electronic signature policy for official City documents.

3. Goal: Establish a formalized process for appointing members to City Advisory Groups.

Status
Current Progress: On Track
Actions Taken This Quarter:

Completed City Advisory Group Handbook and Code of Conduct.

Developed standardized procedures for the appointment and re- City of Carpinteria FY 2024/25 Operating Programs
Challenges:

None
Next Steps:

Meeting of the Ad Hoc Appointment Process Committee to review the City Advisory Group Handbook, Code of Conduct, and Procedures for the appointment and re-
Council adopts City Advisory Group Handbook, Code of Conduct, and and the Coastal View News.

Begin biennial recruitment of all City Advisory Groups in December 2024 with Council to make appointments in January 2025.

IV. Financial Summary
Budget Overview
Major Expenditures:
o None
Variance:
o None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

None
Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Summary of Overall Progress
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 131 - Records Management
Revenue
45 - Charges for Services - $ - $ 152 $ 0%
Revenue Total: - $ - $ 152 $ 0%
Expenditure
51 - Personnel Services 64,550 $ 64,550 $ 12,221 $ 19%
52 - Professional Services 6,000 6,000 3,070 51%
55 - Other Operating Expenses 20,350 20,350 1,957 10%
Expenditure Total: 90,900 $ 90,900 $ 17,248 $ 19%
City of Carpinteria FY 2024/25 Operating Programs
The goal of streamlining the agenda process has not yet begun. The objective of reducing paper records usage has faced delays due to other priorities. However, the initiative to establish a formalized process for planned.

Acknowledgment of Contributions from Departments, Staff, and Community Members
None
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
The majority of election tasks for the upcoming November 5, 2024, General Municipal Election have been successfully completed. Key achievements include the adoption of resolutions by the City Council to consolidate the election and place a Transient Occupancy Tax (TOT) Measure on the ballot. Staff has assisted candidates with their nomination paperwork and processed necessary documents for the TOT Measure. The remaining tasks include the certification of election results and the reorganization of the City Council in December.

II. Key Highlights (Bulleted)
Major Milestones Achieved:

Adoption of resolutions for consolidating the election of City Council candidates and placing the TOT Measure on the November 5 ballot.

Submission of the consolidation services request to the County Elections Division.

Assistance provided to Council candidates in filing their nomination paperwork.

Processing of documents related to the TOT Measure.

Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Certification of Election Results and City Council Reorganization.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

To Collaborate with the County of Santa Barbara Elections Division to Manage and Oversee the November 5, 2024 General Municipal Election on Behalf of the City.

GOALS AND STATUS

1. Goal: Ensure legal and efficient elections process is conducted. Request Consolidation Services from the County of Santa Barbara Elections Division.

Status
Current Progress: Completed
Program: Elections
City of Carpinteria FY 2024/25 Operating Programs
Actions Taken This Quarter:

In May 2024, the Council adopted requisite resolutions calling and consolidating the November 5, 2024 General Municipal Election with the Statewide General Election for the election of Council candidates and placement of ballot measure regarding an increase in the Transient Occupancy Tax (TOT).

City submitted consolidation services request to County Elections Division in May 2024.

Prepared and posted/published all required notices per State Elections Code.

Challenges:

None
Next Steps:

Proceed to assist Council candidates.

2. Goal: Assist Council Candidates in Filing Nomination Papers.

Status
Current Progress: Completed
Actions Taken This Quarter:

Prepared Candidate Handbook, nomination packets, and Election Fact Sheet.

Guided Council candidates through nomination process.

Processed nomination papers, ballot designations, and candidate statements.

Processed campaign finance statements.

Reviewed ballot proofs.

Challenges:

None
Next Steps:

Process documents for the TOT Measure.

3. Goal: Process Documents for Transient Occupancy Tax (TOT) Measure on the Ballot.

Status
Current Progress: Completed
Actions Taken This Quarter:

Drafted Argument In Favor of TOT Measure.

City Attorney prepared Impartial Analysis.

Received only Argument In Favor, no Argument Against nor Rebuttals received.

Reviewed ballot proofs.

City of Carpinteria FY 2024/25 Operating Programs
Challenges:

None
Next Steps:

Prepare for certification of the election results.

4. Goal: Certification of Election and City Council Reorganization.

Status
Current Progress: On Track
Actions Taken This Quarter:

None
Challenges:

None
Next Steps:

Received certified results from County Elections Division.

Council adopts resolution declaring the results of the November 5, 2024 General Municipal Election.

City Clerk swears in newly elected or reelected Councilmembers.

City Council selects Mayor and Vice Mayor for the next two years.

IV. Financial Summary
Budget Overview
Major Expenditures:
o Incidental staff time
o Minimal elections consultant cost
o Cost to publish required election notices
Variance:
o Costs are within current budget
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 132 - Elections
Expenditure
51 - Personnel Services 43,100 $ 43,100 $ 8,925 $ 21%
52 - Professional Services 37,000 37,000 1,330 4%
55 - Other Operating Expenses 1,800 1,800 1,612 90%
Expenditure Total: 81,900 $ 81,900 $ 11,867 $ 14%
City of Carpinteria FY 2024/25 Operating Programs
None
Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Summary of Overall Progress
All required procedures for the General Municipal Election have been met and registered voters in City Council District Nos. 2 and 4 will vote for their respective Councilmember representatives for a four-year term and residents in City Council District No. 3 will vote for their Councilmember representative -year term. All registered
voters will vote on Measure B, the measure to increase the Transient Occupancy Tax (TOT).

Acknowledgment of Contributions from Departments, Staff, and Community Members
None
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
During the first quarter, the General Government Department implemented substantial updates to the Conditions of Employment for Miscellaneous and Management employees, focusing on optimizing recruitment, enhancing benefits, and improving employee development programs. Significant strides were made in utilizing the applicant tracking system to streamline recruitment, attract candidates aligned with City needs, and introduce new employee benefits, including updates to the fitness reimbursement program.

Additionally, the department collaborated closely with Administrative Services to manage accruals and payroll adjustments, laying the groundwork for future benefit enhancements and training opportunities. Looking ahead, efforts will continue toward improving the employee experience with upcoming initiatives, including the development of a remote work and pet policies, employee surveys, and training programs to strengthen skills across the organization.

II. Key Highlights
Major Milestones Achieved:

Updated Conditions of Employment, standardizing Personal Time Off accruals and adding Management Leave and Floating Holiday hours.

Expanded fitness reimbursement program to include various wellness memberships.

Held the first quarterly All-Employee Staff Meeting to boost engagement and recognition.

Collaborated with Administrative Services/Payroll to implement new accrual policies.

Identified key training areas for onboarding new hires.

Filled vacant positions in a timely manner.

Started open enrollment (to be completed in Q2).

Significant Issues or Challenges Encountered:

Limited staffing and resources impacted the speed of policy development and implementation.

Upcoming Priorities for the Next Quarter
Evaluate the Conditions of Employment for potential benefit enhancements.

Conduct employee surveys to gather feedback on current programs and initiatives.

Program: Staff Recruitment, Retention, and
Development
City of Carpinteria FY 2024/25 Operating Programs
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Optimize recruitment process.

Status
Current Progress: On Track
Actions Taken This Quarter:

Enhanced job postings with dynamic introductions to entice potential candidates.
platforms.

Notified all staff of new recruitments and encouraged them to share job postings within their network.

Utilized our applicant tracking system to streamline and automate the screening process.

Enhanced supplemental questions to ensure candidates advancing through the process possess the skillsets that best meet the needs of the City.

Introduced training for staff involved in recruitments on how to use the new applicant tracking system effectively.

Challenges:

Difficulty attracting candidates for specialized or senior-level position.

Losing candidates to neighboring cities with higher compensation packages.

Collaborating efficiently with hiring managers.

Next Steps:

Target specialized recruitment channels (e.g., niche job boards, professional associations) to better reach candidates for senior-level and specialized positions.

Collaborate with hiring managers to streamline the selection process by setting clear timelines, improving communication, and ensuring timely feedback on candidate evaluations.

Develop internal procedures and checklists for part-time and full-time recruitments
Complete Employee Handbook (Q3).

2. Goal: Enhance employee benefits program.

Status
City of Carpinteria FY 2024/25 Operating Programs
Current Progress: On Track
Actions Taken This Quarter:

Implemented the Conditions of Employment (COE)
All units have the same Personal Time Off accruals
Created separate management leave accrual
Added floating holiday hours
Expanded the Fitness Reimbursement program to allow fitness subscriptions, gym membership, and weight management
programs.

Provided retirement workshop session aimed at employees who are new or mid-way through their career and employees within 10 years of retirement
Challenges:

Limited budget for expanding benefit offerings, making it difficult to compete with surrounding agencies that offer more extensive benefits packages.

Complexity in administering benefit changes due to coordination between Difficulty keeping benefits competitive with rising healthcare costs and evolving employee expectations around benefits.

Next Steps:

Conduct quarterly HR wellness campaigns, provide wellness trainings; increase employee engagement by hosting informational sessions and workshops (e.g., retirement planning, health and wellness) to boost awareness and participation in existing benefits programs.

Explore new benefits trends, such as mental health support, flexible work arrangements, or student tuition reimbursement enhancement, to stay competitive and meet evolving employee needs.
(Tyler) to allow better coordination and processing of benefits.

3. Goal: Enhance employee development.

Status
Current Progress: On Track
Actions Taken This Quarter:

Conducted CPR/AED/First-Aid Safety and Fire Extinguisher Training for applicable staff on 09/24/2024 and 9/25/2024.

Delivered First Amendment Audit Training to staff at the All-Hands Quarterly Meeting.

Organized Supervisory Training provided by LCW in September for Management staff.

Compiled a list of required trainings for all staff, with additional targeted trainings for new hires.

City of Carpinteria FY 2024/25 Operating Programs
Encouraged departments to allow their staff to be more involved in professional development organizations such as Municipal Management Association of Southern California, and American Planning Association, and American Public Works Association
Participated in various employee development academies including:

Management Academy, Risk Management Forum (Q2), and Regional Public Leadership.

Challenges:

Limited resources and time for training due to the small size of the staff and competing priorities
Loss of institutional knowledge when employees resign.

Next Steps:

Provide opportunities for newer staff to take on leadership roles in projects or committees to develop their skills and knowledge.

Create a structured professional development plan for all employees, ensuring equal opportunities for growth across departments.

Explore online learning platforms and webinars to provide flexible training options that accommodate the small staff size.

Encourage cross-training to ensure knowledge and skills are distributed across teams, reducing dependency on any single staff member.

4. Goal: Empower staff leaders to oversee department personnel matters.

Status
Current Progress: Delayed
Actions Taken This Quarter:

Management staff completed Difficult Conversation training Scheduled to be completed in Q2.

Challenges:

Limited staff
Difficult to identify specific or the right type of training for our organization.

Next Steps:

Foster a culture of collaboration by encouraging open communication and feedback from all staff, ensuring everyone feels valued and supported in their roles.

Establish regular check-ins between HR and staff leaders to provide ongoing support, address concerns, and share best practices.

City of Carpinteria FY 2024/25 Operating Programs
IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

City website and social media to promote employment opportunities.

Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Summary of Overall Progress
In the first quarter of the fiscal year, the department has made substantial progress in enhancing employee benefits, optimizing recruitment processes, and encouraging employee development. We successfully implemented changes to the Conditions of Employment, improved our applicant tracking system, and introduced new professional development opportunities for staff.

Although challenges persist, such as limited resources and the need to keep benefits competitive, our proactive approach in collaborating with departments and investing in employee training has kept our work plan on track.

Looking ahead, we are committed to building on this momentum by exploring additional employee development opportunities, increasing engagement in benefits programs, and ensuring recruitment processes are refined to attract top talent. We will continue to focus on maintaining a high-performance team at City Hall by providing the necessary resources and support to foster a thriving and innovative workforce.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 141 - Staff Recruitment, Retention, & Development Expenditure
51 - Personnel Services 288,350 $ 288,350 $ 70,505 $ 24% 52 - Professional Services 23,000 23,000 1,200 5%
55 - Other Operating Expenses 28,200 28,200 7,461 26%
Expenditure Total: 339,550 $ 339,550 $ 79,166 $ 23%
City of Carpinteria FY 2024/25 Operating Programs
Acknowledgment of Contributions from Departments, Staff, and Community Members
Human Resources Staff: Javier Gutierrez, Human Resources Assistant, Ryan Benson, Management Analyst I, and Teresa Ilasin, Management Analyst II.

Appreciation to City Manager Michael Ramirez and Assistant City Manager Ryan Kintz for their dedicated leadership and valuable guidance.

The Human Resources staff would like to thank the Administrative Services staff for working more closely together to ensure that employee pay transactions are processed efficiently and promptly, and for their collaboration in developing and implementing policies and procedures that reflect best practices.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: General Government
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
coordinated safety initiatives, regulatory compliance efforts, and strengthened risk assessment processes. Major accomplishments included CPR and fire safety training, compliance updates for City contracts, and proactive planning with CJPIA to initiate the Loss Control Action Plan Program. Significant challenges involved limited staffing and the evolving regulatory landscape, which impacted response times to routine inspections and report processing. Upcoming priorities include a City-wide risk evaluation scheduled with CJPIA and bolstering departmental training on risk management best practices.

II. Key Highlights
Major Milestones Achieved:

Coordinated with CJPIA to implement the Loss Control Action Plan Program Conducted CPR/AED/First-Aid Safety and Fire Extinguisher Training for applicable staff on 09/24/2024 and 9/25/2024.

Delivered First Amendment Audit Training to staff at the All-Hands Quarterly Meeting.

Ensured contract compliance with insurance requirements, securing necessary certificates of insurance for new City agreements and commenced audit to ensure all existing contracts have updated certificates of insurance.

Significant Issues or Challenges Encountered:

Limited Staff Resources for Compliance: Small staff and time constraints impacted routine tasks like facility inspections, claims reporting, and participation in regulatory training.

Compliance with New Regulations: The continuous updates to Cal/OSHA and ADA regulations require dedicated time for interpretation and implementation, impacting scheduled work plan tasks.

Reactive vs. Proactive Risk Management: Addressing immediate issues, such as claims and safety incidents, has limited the focus on long-term goals, including policy updates and preventive safety initiatives.

Upcoming Priorities for the Next Quarter
Completing a comprehensive risk evaluation with CJPIA.

Enhancing safety training initiatives for staff and developing departmentspecific risk mitigation strategies.

Conducting an analysis to identify departmental risk factors and implementing preventive measures.

Program: Risk Management
City of Carpinteria FY 2024/25 1st Quarter Update
Update Injury Illness and Prevention Plan (IIPP)
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Resolution 5435, Adopting Injury and Illness Prevention Program (IIPP), California Tort Claims Act, Cal/OSHA standards, and the Americans with Disabilities Act.

GOALS AND STATUS

1. Goal: Ensure comprehensive risk management practices to liability exposure.

Status
Current Progress: On Track
Actions Taken This Quarter:

Conducted scheduled inspections of city facilities, parks, streets, sidewalks, and equipment to identify and address potential hazards.

Coordinated with staff and California Joint Powers Insurance Agency (CJPIA) to implement the Loss Control Action Plan Program and schedule Risk Management Evaluation for November 2024.

Ensured all new and existing contracts entered into with the City complied of insurance.

Researched ways to conduct a comprehensive risk management analysis for each department.

Reviewed IIPP updates from other agencies as part of a comprehensive policy update.

Assessed risks linked to specific city equipment and established targeted restrictions and safety protocols to prevent future incidents.

Challenges:

Limited staffing and time constraints have affected the ability to consistently manage and report on all identified risks.

Next Steps:

Train staff for risk management purposes.

Continue to research risk management best practices used by government agencies and companies in general.

Consult with CJPIA to create a comprehensive risk analysis that touches

2. Goal: Improve workplace safety and reduce the incidence of Workers' Compensation claims.

City of Carpinteria FY 2024/25 1st Quarter Update
Status
Current Progress: On Track
Actions Taken This Quarter:
toward resolution and supported return-to-work plans for employees on leave.

Public Works Department initiated morning walks for maintenance crew Public Works and Parks, Recreation and Community Services continued to conduct morning safety check meetings.

Challenges:
leave have impacted critical Public Works teams, underscoring the importance of prioritizing workplace safety to prevent future claims.

Next Steps:

Conduct an organization-wide assessment of Workers' Compensation cases, identify root causes, and develop targeted strategies to reduce claims.

3. Goal: Ensure the safety, regulatory compliance, and maintenance of City facilities and public spaces.

Status
Current Progress: On Track | Delayed
Actions Taken This Quarter:

The Public Works Department completed a series of essential maintenance activities, including sidewalk repairs, cleaning public restrooms, emptying trash cans, clearing bike paths, and acquiring a new street sweeper to enhance road maintenance efforts.

Additionally, the Public Works Department replaced night lights near city streets to improve public safety.

In the Parks, Recreation & Community Services Department, insurance requirements for Veterans Memorial Building rentals were reinstated to further manage liability and ensure safety standards.

Challenges:

Risks have been identified for City facilities, streets and sidewalks.

Temporary protections have been put into place to ensure reduced risk; however, additional budget allocations are needed to implement permanent fixes these identified risks.

Limited staff capacity to implement coordinated efforts to analyze loss compensation cases.

City of Carpinteria FY 2024/25 1st Quarter Update
Next Steps:

Recruit for more part time maintenance help to ensure staff capacity is augmented.

Conduct an analysis of risk for City facilities and public spaces.

4. Goal: Maintain comprehensive insurance coverage and monitor risk management resources.

Status
Current Progress: Completed | On Track
Actions Taken This Quarter:

Completed insurance renewal application forms as required.

Submitted information for insurance coverage on new equipment, vehicles and property.

Monitored budget for Risk Management Division to ensure sufficient funds available for comprehensive insurance coverage.

Challenges:

None.

Next Steps:

Continue to monitor budget and submit for insurance coverage for new equipment.

IV. Financial Summary
Budget Overview
Major Expenditures
o Major expenditures have been completed for CJPIA insurance (Prepaid: Risk Property Insurance Policy: $118,973.00) and Workers Compensation Liability Policy: $391,597.00).

Variance:
o To be assessed next quarter following analysis of training and additional staffing needs.

Major Financial Changes or Concerns
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 142 - Risk Management
Expenditure
51 - Personnel Services 85,600 $ 85,600 $ 18,455 $ 22%
52 - Professional Services 9,500 9,500 - 0%
55 - Other Operating Expenses 515,900 515,900 131,791 26% Expenditure Total: 611,000 $ 611,000 $ 150,245 $ 25%
City of Carpinteria FY 2024/25 1st Quarter Update
There is a need to create a contingency budget for items identified during the fiscal year that require immediate resolution. For example, if a sidewalk is identified to be a risk, budget should be available to fix immediately.

V. Community Engagement and Outreach
Engagement Activities:

Major Expenditures:
o None.

Feedback Received:
o None.

Response to Feedback:
o None.

VI. Conclusion
Summary of Overall Progress
Risk management analysis for each department is slated for the next quarter, focusing on identifying risk exposures and implementing department-specific strategies to enhance safety and mitigate liabilities. The outcome will guide future training and proce -term risk
reduction
Acknowledgment of Contributions from Departments, Staff, and Community Members
The Public Works Department field staff. For their continued commitment to City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General and Revolving Funds
________________________________________________________________________ I. Executive Summary
During the first quarter, City staff facilitated several staff and community trainings related to emergency preparedness. Emergency Operations Center training for City staff was provided by the County of Santa Barbara and CPR and AED training was provided to City staff by the Carpinteria-Summerland Fire District. These program activities demonstrate the importance of City Council Primary Goal #4 to Strengthen Community Institution Collaboration.

Emergency preparedness information was provided to the community through a partnership with LISTOS Central Region. Additional staff trainings were provided via online courses monthly Resilience Hub Team stablish trust and
build ongoing relationships with the community to increase awareness of disasters and how to be prepared before, during and after they occur.

II. Key Highlights
Major Milestones Achieved:

Ongoing Emergency Operation Center Staff Training in partnership with the County of Santa Barbara.

CPR and AED Training for City FT Staff in partnership with the Carpinteria - Summerland Fire District.

Emergency Preparedness information for the Spanish Community in partnership with LISTOS Central Region.

Initiated the Resilience Hub Team (Occurs the third Tuesday of every month) County Office of Emergency Management meeting participation First Wednesday of each month
Coordinated staff training for IS 100 & 700.

Coordinated staff training for EOC Intro & EOC Primary.

Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Partnering with Girls Inc. of Carpinteria for a Community Resilience Hub Forum with the goal of raising awareness and conducting outreach to let the community know what resources are available before, during, and after the event of an emergency.

Program: Emergency Preparedness
City of Carpinteria FY 2024/25 Operating Programs
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Strengthen community outreach to enhance emergency preparedness, aligning with FEMA's Whole Community Approach and the California Governor's Office of Emergency Services' Strategic Plan (2019-2023) to promote community resilience and involvement.

GOALS AND STATUS

1. Goal: Establish trust and build ongoing relationships with the community to increase awareness of disasters and how to be prepared before, during and after they occur.

Status
Current Progress: On Track
Actions Taken This Quarter:

Resilience Hub Team: Occurs the third Tuesday of every month County Office of Emergency Management meeting participation First Wednesday of each month
Challenges: None
Next Steps:

Continue monthly meetings

2. Goal: Ensure residents are offered the tools and training to endure, and respond to emergency events.

Status
Current Progress: On Track
Actions Taken This Quarter:

Coordinated meetings with partnering agencies
Challenges: None
Next Steps:

Kinderkirk Annual presentation (Oct 8, 2024)
San Roque Mobile Home Park Annual presentation, and resident engagement fair
-6 on (October 11, 2024) Support
LISTOS.

Basic LISTOS, October 23 & 24, in Spanish
Basic LISTOS, November 20 & 21 in English
CERT Refresher training Collaboration with Carpinteria-Summerland Fire District, November 7
City of Carpinteria FY 2024/25 Operating Programs
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Develop and update emergency response plans and coordinate staff training to comply with federal mandates, including the Stafford Act, HSPD-5 for NIMS, and the California Emergency Services Act, ensuring effective local preparedness.

GOALS AND STATUS

1. Goal: Evaluate existing emergency plans and prioritize need and update.

Status
Current Progress: On Track
Actions Taken This Quarter:

Coordinated staff training for Emergency Operations Center (EOC) Intro & EOC Primary
Challenges:

Finding the time for staff to partake on these trainings while some departments are short staffed.

Next Steps:

Track attendance and completion of module
Send reminder and assign new dates for training for new employees

2. Goal: Work with emergency shelter owners to develop working relationships prior to disaster requests.

Status
Current Progress: On Track
Actions Taken This Quarter:

Coordinated meetings with the Carpinteria -Summerland Fire District Challenges: We are establishing a new emergency digital platform called Genasys. Working on logistics and coordination for the implementation of the new software with our partnering agencies.

Next Steps:

Weekly meetings with Genasys consultants and Summerland Fire District to ensure a smooth and comprehensive implementation.

3. Goal: Start internal Safety Committee Meetings.

Status
Current Progress: Not Started
Actions Taken This Quarter:

N/A
Challenges:

N/A
City of Carpinteria FY 2024/25 Operating Programs
Next Steps:

N/A

4. Goal: Start external Safety Council Meetings.

Status
Current Progress: Not Started
Actions Taken This Quarter:

N/A
Challenges:

N/A
Next Steps:

N/A
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Train City staff and elected officials to maintain FEMA certifications and enhance ICS 100 and IS-700 courses, specific EOC training, and participate in an emergency exercise by June 30, 2025.

GOALS AND STATUS

1. Goal: All staff and elected officials to complete ICS 100, and 700 online by Dec 31,2024.

Status
Current Progress: On Track
Actions Taken This Quarter:

Coordinated staff training for ICS100 & 700
Challenges:

None
Next Steps:

We will send the training materials after the City Council Reorganization on December 9, 2024, to ensure that the newly appointed Councilmembers are included in this training efforts.

2. Goal: All staff to complete their assigned EOC section training by May 31, 2025.

Status
Current Progress: On Track
Actions Taken This Quarter:

Tracked attendance and completion of module
Challenges:

None
Next Steps:

Send reminder and assign new dates for training for new employees City of Carpinteria FY 2024/25 Operating Programs

3. Goal: All staff and elected officials to participate in one City-wide exercise in June 2025.

Status
Current Progress: Not Started
Actions Taken This Quarter:

N/A
Challenges:

N/A
Next Steps:

IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Trainings and events
Feedback Received:

The Community is attending and engaging in the emergency preparedness trainings and events. We are offering a program evaluation at the end of each session, and so far, the feedback has been very positive.

Response to Feedback:

We respond to the feedback onsite at the in-person events VI. Conclusion
The City has increased the number of collaborations with partnering agencies and is reaching both the English and the Spanish community.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 151 - Emergency Preparedness
Revenue
43 - Intergovernmental 10,000 $ 10,000 $ - $ 0%
Revenue Total: 10,000 $ 10,000 $ - $ 0%
Expenditure
51 - Personnel Services 94,420 $ 94,420 $ 19,531 $ 21%
53 - Contract Services 20,000 20,000 - 0%
54 - Utilities 900 900 210 23%
55 - Other Operating Expenses 8,450 8,450 387 5%
Expenditure Total: 123,770 $ 123,770 $ 20,128 $ 16%
City of Carpinteria FY 2024/25 Operating Programs
We want to acknowledge all of our local partners, and CERT volunteers, without their unwavering support we would not be able to prepare the community in emergency resilience. We are thankful for the inter-departmental collaborations that provide support for these community events such as Public Works and the Library.

City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General, PBIA, and PEG Fee Funds
________________________________________________________________________ I. Executive Summary
During the first quarter, the Communication and Community program conducted a number of activities toward its several fiscal year goals. Seven press releases were issued to inform its volunteer base by 10, and City staff provided assistance to the Downtown Business Advisory Board on creation of a map to be distributed by HOST volunteers, showcasing key City attractions and participating merchants.

II. Key Highlights
Major Milestones Achieved:

Communication Channels
o Media Outreach - Seven press releases have been sent by the City and reported on in local media news outlets, covering topics such as grant awards, park openings, new programming, policy updates, and staff announcements. This has increased visibility of City initiatives through traditional media channels.
o Enhanced Outreach Contract - A new communications and outreach contract was updated with specific goals to enhance the quality and quantity of outreach materials and campaigns. A key focus is to broaden engagement with the Latino community and other
underrepresented groups that have historically had lower participation rates at traditional City meetings and events.
o Improved Tracking and Transparency - A process for improved invoicing has been established to better track program and departmental needs for media coverage across digital, social, and traditional platforms. This will enable more strategic deployment of outreach resources as well as improve transparency into outreach spending.

Volunteer Services
o
which is important given the post pandemic decline in volunteerism. o The increasing number of City programs and staff have generated new volunteer opportunities allowing for new structural opportunities to the program.

Parking and Business Improvement Area Assessment (PBIA) District No. 4 o Collaborating with the General Government, the DTBAB committee has created a map. This map will be distributed by the volunteer HOST committee at the visitor kiosk during summer months and at various City businesses. It showcases key City attractions and duesProgram: Communication and Community City of Carpinteria FY 2024/25 Operating Programs
paying merchants. Additionally, a digital version is available on the website, which is regularly updated with the latest information.

Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
To be determined
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):
enhance public outreach, education, and transparency.

Compliance with Dymally-Alatorre Bilingual Services Act (California Government Code § 7290-7299.8) and Executive Order 13166, which mandates meaningful access to services for individuals with limited English proficiency.

GOALS AND STATUS

1. Goal: Provide multilingual closed-captioning on City broadcasted meetings (City Council, Planning Commission, and Architectural Review Board).

Status
Current Progress: Delayed
Actions Taken This Quarter:

Coordinated meetings with Cox staff and TVSB staff.

Challenges:

Finding time by all parties involved to come together.

Next Steps:

Start discussions and implementation phase.

2. Goal: Improve workplace safety and reduce the incidence of Workers' Compensation claims.

Status
Current Progress: Not Started
Actions Taken This Quarter:

N/A
Challenges:

N/A
Next Steps:

N/A
City of Carpinteria FY 2024/25 Operating Programs

3. Goal: Ensure the safety, regulatory compliance, and maintenance of City facilities and public spaces.

Status
Current Progress: Not Started
Actions Taken This Quarter:

N/A
Challenges:

N/A
Next Steps:

N/A

4. Goal: Maintain comprehensive insurance coverage and monitor risk management resources.

Status
Current Progress: Not Started
Actions Taken This Quarter:

N/A
Challenges:

N/A
Next Steps:

N/A
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1 Enhance Public Outreach, Education and Transparency.

GOALS AND STATUS

1. Goal: Enhance community engagement.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

2. Goal: Strengthen partnerships with non-profits and organizations connected to the Latino community.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD
City of Carpinteria FY 2024/25 Operating Programs

3. Goal: Develop and implement effective policies and procedures for communication.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

4. Goal: Optimize communication tools and methodologies for improved outreach.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

5. Goal: Improve tracking and reporting of engagement efforts to measure impact.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

6. Goal: Assess the value of investing in an ongoing polling tool to gauge community sentiment.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD
City of Carpinteria FY 2024/25 Operating Programs
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #4 Strengthen Community Institution Collaboration.

GOALS AND STATUS

1. Goal: Evaluate and update existing volunteer materials.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

2. Goal: Revisit and enhance volunteer trainings.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

3. Goal: Improve communication methods with volunteers and prospective volunteers.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

4. Goal: Developing new ways to recognize volunteer contributions.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD

5. Goal: Implement improved support initiatives for volunteers.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: TBD
City of Carpinteria FY 2024/25 Operating Programs
IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities: None
Feedback Received: N/A
Response to Feedback: N/A
VI. Conclusion
The Program Manager that oversees this program has separated from the City and we are preparing to recruit for this position. Goals under this component may be delayed to future quarters.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 161 - Communication & Community Promotions
Revenue
41 - Taxes 34,000 $ 34,000 $ - $ 0%
44 - Fines & Forfeitures 500 500 - 0%
46 - Interest 300 300 398 133%
47 - Special Assessments 15,300 15,300 14,962 98%
48 - Miscellaneous Revenue 3,000 3,000 - 0%
Revenue Total: 53,100 $ 53,100 $ 15,360 $ 29%
Expenditure
51 - Personnel Services 101,700 $ 101,700 $ 14,965 $ 15% 52 - Professional Services 155,700 155,700 12,227 8%
53 - Contract Services 37,200 37,200 11,836 32%
55 - Other Operating Expenses 22,750 22,750 1,796 8%
Expenditure Total: 317,350 $ 317,350 $ 40,824 $ 13%
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General and Measure X Funds
________________________________________________________________________ I. Executive Summary
T seeks to support and promote economic growth in
Carpinteria and includes the activities of all City Departments. Program goals for fiscal year 2024/25 include engaging the Economic Vitality Committee, developing recommendations for City Council consideration, and preparing and providing an annual report. During this first quarter, member(s) of City Council and the Economic Vitality Committee attended the Santa Barbara South Coast Chamber of Commerce. The majority of activities for this program are scheduled for Q3.

II. Key Highlights
Major Milestones Achieved:

None. Activities scheduled for Q3.

Significant Issues or Challenges Encountered:

None.

Upcoming Priorities for the Next Quarter:

Attendance at local and regional Economic Vitality-related events.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Mission Statement:
a manner that is consistent with the needs and preferences of the community

GOALS AND STATUS

1. Goal: Engage and support the Economic Vitality Committee.

Status
Current Progress: On Track
Actions Taken This Quarter: None.

Attendance at Santa Barbara South Coast Chamber of Commerce State of the County event.

Meeting scheduled to begin in Q3.

Challenges: None.

Next Steps:

Schedule Economic Vitality Committee meeting.

Create events calendar.

Develop recommendations for City Council consideration.

Program: Economic Vitality
City of Carpinteria FY 2024/25 Operating Programs

2. Goal: Provide annual Economic Vitality Program report to City Council.

Status
Current Progress: Not Started
Actions Taken This Quarter: None.

Scheduled for Q3.

Challenges: None.

Next Steps:

Prepare and provide annual Economic Vitality Program report.

IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities:

None.

Feedback Received:

None.

Response to Feedback:

None.

VI. Conclusion
Committee members continue to look for opportunities to attend and participate in Economic Vitality related discussions. The majority of activity for this program is scheduled to occur or begin in Q3.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 162 - Economic Vitality
Revenue
45 - Charges for Services 1,500 $ 1,500 $ - $ 0%
Revenue Total: 1,500 $ 1,500 $ - $ 0%
Expenditure
51 - Personnel Services 33,850 $ 33,850 $ 2,516 $ 7%
53 - Contract Services 1,000 1,000 - 0%
56 - Non-Operating Expenses 31,000 31,000 29,636 96%
Expenditure Total: 65,850 $ 65,850 $ 32,152 $ 49%
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): Measure X and Measure A Funds
________________________________________________________________________ I. Executive Summary
During the first quarter, City staff received and reviewed grant application, notified recipients, and began compiling all required documentation for execution of the agreements, which is a pre-requisite to award disbursement.

II. Key Highlights
Major Milestones Achieved:

All applications were received and reviewed according to the established deadlines.

Reached out to all organizations that were selected for the grant awards and compiled all supplemental documentation for the execution of the agreements.

Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Completion of all the agreements and award disbursement.

Program: Community Services Support
City of Carpinteria FY 2024/25 Operating Programs
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):
efficient process with a well-defined timeline for completing this vital and sensitive initiative.

GOALS AND STATUS

1. Goal: Develop a structured process based on the guidelines established for FY 2024- 2025 and beyond.

Status
Current Progress: Completed
Actions Taken This Quarter:

All applications were received and reviewed according to the established deadlines
Challenges: None
Next Steps:

Follow up with organizations pending the submission of supplemental documentation to be included for the execution of their agreements.

2. Goal: Develop a structured timeline based on the guidelines established for FY 2024- 2025 and beyond.

Status
Current Progress: On Track
Actions Taken This Quarter:

Reached out to all organizations that were selected for the grant awards and compiled all supplemental documentation for the execution of the agreements.

Challenges: None
Next Steps:

Complete the execution of all the grant agreements.

Process grant award payments.

City of Carpinteria FY 2024/25 Operating Programs
IV. Financial Summary
Budget Overview
Major Expenditures:
o We have not yet processed payments. The invoices and payments will take place in Q2.

Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Established positive relationships with non-profits in the community and initiated collaborative efforts with AgeWell program.

Attended the Carpinteria Non-profit Collaborative meeting.

Feedback Received: None
Response to Feedback: None
VI. Conclusion
The Community Services Support Grant Program will provide grant funding totaling $152,250 during FY 2024/25 for qualified non-profits and organizations that contribute significantly to the community's well-being and the public good.

We are grateful to the City Council, The Finance Committee, Two Trumpets, and all our community partners for collaborating in this endeavor to ensure that the community has access to social services and special events.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 163 - Community Services Support
Expenditure
56 - Non-Operating Expenses 155,550 155,550 $ - $ 0%
Expenditure Total: 155,550 $ 155,550 $ - $ 0%
City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): General and Measure X Funds
________________________________________________________________________ I. Executive Summary
provided Active Shooter training, focused resources and patrol efforts to increase student safety, and promoted to City staff and community members their commitment to community II. Key Highlights
Major Milestones Achieved:

Monthly reporting and tracking of community policing efforts.

Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Increased participation by deputies in community events.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Fulfillment of terms per executed agreement for law enforcement services FY 2023/24 FY 2026/27.

GOALS AND STATUS
Goal: Enhance local law enforcement communications and community policing efforts.

Status
Current Progress: On Track
Actions Taken This Quarter:

Implementation of monthly law enforcement report, including all National Night Out (August 6, 2024)
Radar trailer utilized for School Safety Messages.

Extra patrol during drop off/pick up times at local schools.

Active Shooter training (August 23, 2024)
Challenges: None.

Next Steps:

Continued promotion to City staff and community groups to provide event invitations.

Program: Law Enforcement
City of Carpinteria FY 2024/25 Operating Programs
IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

National Night Out (August 6, 2024).

Radar trailer utilized for School Safety Messages.

Extra patrol during drop off/pick up times at local schools.

Active shooter training (August 23, 2024).

Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Overall greatly improved communications
in Q1, both between agencies, and the Council and community via monthly reports. Sheriff participation at community events is expected to increase tremendously over the remaining quarters of the fiscal year as City staff and to community engagement.

Chief Rich Brittingham has been instrumental in establishing a culture of mutual and community policing have made an immediate and noticeable impact in these two key areas.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 171 - Law Enforcement
Revenue
41 - Taxes 91,000 $ 91,000 $ - $ 0%
43 - Intergovernmental 130,000 130,000 7,570 6%
Revenue Total: 221,000 $ 221,000 $ 7,570 $ 3%
Expenditure
51 - Personnel Services 496,700 $ 496,700 $ 124,162 $ 25% 52 - Professional Services 6,323,500 6,323,500 1,587,639 25% Expenditure Total: 6,820,200 $ 6,820,200 $ 1,711,801 $ 25% City of Carpinteria FY 2024/25 Operating Programs
Department: General Government
Funding Source(s): Measure X Fund
________________________________________________________________________ I. Executive Summary
consultant firm, Equity Praxis Group (EPG). These activities require City staff involvement and coordination, and City staff have been in regular communication with EPG regarding program goals and objectives. Program deliverables are expected for Q3 and Q4.

II. Key Highlights
Major Milestones Achieved:

None
Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Conduct an internal Diversity, Equity, and Inclusion (DEI) audit of the City organization.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Resolution No. 5981.

GOALS AND STATUS
Goal: Conduct an internal DEI audit of the City organization.

Status
Current Progress: On Track
Actions Taken This Quarter:

Actions this quarter include planning and preparation related to the future completion of program deliverables.

Challenges: None.

Next Steps:

Conduct an internal Diversity, Equity, and Inclusion (DEI) audit of the City organization.

Program: Racial Equity and Social Justice
City of Carpinteria FY 2024/25 Operating Programs
Goal: Continue DEI education for application in City practices, policies and procedures.

Status
Current Progress: Not Started
Actions Taken This Quarter: None.

Challenges: None.

Next Steps:

Provide DEI education for application in City practices, policies and procedures.

Goal: Provide a comprehensive program report to the City Council and community.

Status
Current Progress: On Track
Actions Taken This Quarter:

Continued data gathering.

Challenges: None.

Next Steps: Continued data gathering and preparation for report delivery.

IV. Financial Summary
Budget Overview
Major Expenditures:
o Compensation for services in fiscal year 2024/25 is $58,100 payable upon provision of program deliverables per agreement 2022-045.

Variance: None
Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities: None
Feedback Received: None
Response to Feedback: None
VI. Conclusion
This program is supported by a multi-year agreement with Equity Praxis Group.

Representatives have maintained constant communication regarding program Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 181 - Racial Equity
Expenditure
51 - Personnel Services 33,850 $ 33,850 $ 4,281 $ 13%
52 - Professional Services 58,100 58,100 - 0%
Expenditure Total: 91,950 $ 91,950 $ 4,281 $ 5%
City of Carpinteria FY 2024/25 Operating Programs
goals, objectives, and timelines with milestones scheduled for completion in Q3 and Q4.

This program would not be possible with
made up of staff from all City departments, including new and veteran staff, management and non-management personnel, and other represented groups.

Administrative Services Department
First Quarter Reports for the Fiscal Year 2024/25
City of Carpinteria FY 2024/25 Administrative Service
Department: Admin Services
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
Administrative Services Department has made progress toward City Council Primary Goal #1: Enhance public outreach, education, and transparency, as well as associated goals under City Council Primary Goal #3: Take Steps to Address the Fiscal Sustainability of the City. A primary objective is to ensure the preparation and adoption of a balanced FY 2025/26 budget by June 30, 2025, which aligns with strategic priorities and promotes fiscal responsibility. Currently, this initiative is not started, with no actions taken this quarter and no identified challenges, resulting in no immediate next steps.

In line with our commitment to high standards of financial planning and transparency, we are on track with the second goal: demonstrating compliance with best practices for budgeting and financial reporting. This quarter, we successfully submitted the FY 2024/25 Budget for consideration for the CSMFO Operating Budget Award, with no significant issues reported. The next step involves submitting the FY 2023/24 Annual Comprehensive Financial Report (ACFR) for the GFOA Certificate of Achievement for Excellence in Financial Reporting, further enhancing our financial reporting practices and ensuring compliance with industry standards.

The third goal focuses on evaluating current revenue streams, which is also on track.

Actions taken this quarter include issuing a request for proposals for consultant services to evaluate assessment districts and AB939, with selected consultants set to begin this work. Upcoming steps involve monitoring Measure B on the ballot in November 2024, analyzing proposed fees for solid waste customers, and assessing the proposed district assessment.

Through these efforts, we aim to enhance fiscal responsibility and sustainability while reinforcing confidence and upholding our commitment to financial integrity, establishing a strong foundation for future growth and accountability.

II. Key Highlights
Major Milestones Achieved:

Submitted the FY 2024/25 Budget for the CSMFO Operating Budget Award.

Request for proposal for consultant services for assessment district updates and AB 939 fee evaluations.

Selection of consultants to begin work on assessment districts and AB939.

Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Program: Financial Management Services
City of Carpinteria FY 2024/25 Administrative Service
Submit the FY 2023/24 Annual Comprehensive Financial Report (ACFR) for the GFOA Certificate of Achievement for Excellence in Financial Reporting.

Analysis of potential revenues for Measure B on ballot in November 2024, pending election.

Analyze proposed fees to solid waste customers.

Analyze proposed district assessment.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1: Enhance public outreach, education and transparency.

GOALS AND STATUS

1. Goal: Ensure the preparation and adoption of a balanced FY 2025/26 budget by June 30, 2025, that aligns with strategic priorities and promotes fiscal responsibility.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges: None
Next Steps: None

2. Goal: Demonstrate compliance with best practices for budgeting and financial reporting.

Status
Current Progress: On Track
Actions Taken This Quarter:

Submitted the FY 2024/25 Budget for the CSMFO Operating Budget Award.

Challenges: None
Next Steps:

Submit the FY 2023/24 Annual Comprehensive Financial Report (ACFR) for the GFOA Certificate of Achievement for Excellence in Financial Reporting.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #3: Take Steps to Address the Fiscal Sustainability of the City.

GOALS AND STATUS

3. Goal: To evaluate current revenue streams.

Status
Current Progress: On Track
Actions Taken This Quarter:

City of Carpinteria FY 2024/25 Administrative Service
Request for proposal for consultant services for assessment district and AB939 evaluations.

Selection of consultants to begin work on assessment districts and AB939.

Challenges: None
Next Steps:

Measure B on ballot in November 2024 pending election.

Analyze proposed fees to solid waste customers.

Analyze proposed district assessment.

IV. Financial Summary
Budget Overview
Major Expenditures:
o None
Variance:
o None
Major Financial Changes or Concerns
Significant deviations from the budget
o None
Upcoming financial challenges or adjustments
o None
V. Community Engagement and Outreach
Major Expenditures:

None
Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Summary of Overall Progress
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 201 - Financial Management Services
Revenue
42 - Licenses & Permits 10,000 $ 10,000 $ 2,043 $ 20%
44 - Fines & Forfeitures 7,500 7,500 (43) -1%
45 - Charges for Services 30,000 30,000 17,432 58%
Revenue Total: 47,500 $ 47,500 $ 19,432 $ 41%
Expenditure
51 - Personnel Services 481,500 $ 481,500 $ 95,809 $ 20% 52 - Professional Services 84,100 84,100 12,810 15%
53 - Contract Services 1,500 1,500 - 0%
55 - Other Operating Expenses 17,300 17,300 3,683 21%
Expenditure Total: 584,400 $ 584,400 $ 112,302 $ 19%
City of Carpinteria FY 2024/25 Administrative Service
We are currently on track with Goal #2, which aims to comply with best practices for budgeting and financial reporting. Additionally, we are progressing well with Goal #3, which involves evaluating current revenue streams in light of a local initiative on the ballot, the potential update of fees for the solid waste program, and the possible replacement of the existing district
Acknowledgment of Contributions from Departments, Staff, and Community Members
Finance Manager Gilbert Punsalan, Accounting Technician Noah Alvara, and Accounting Specialist Brenda Robinson

City of Carpinteria FY 2024/25 Administrative Services
Department: Admin Services
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
Administrative Services Department has made progress toward achieving City Council Primary Goal #5: Invest in a High-Performance Team at City Hall. A key objective under this goal is to update outdated City policies and provide staff with training on the newly developed policies. We are currently on track with this initiative and have made significant strides this quarter.

Actions taken include compiling sample policies from other cities to ensure best practices are integrated into our updates and drafting a Cash Handling Policy aimed at enhancing financial accountability and operational efficiency. We are pleased to report that there have been no significant challenges encountered during this period.

Looking ahead, our next steps involve reviewing the drafted Cash Handling Policy to ensure its alignment with best practices, drafting a Travel Policy to establish clear guidelines for staff travel, and drafting a Credit Card Policy to effectively govern the use of city-issued credit cards.

Through these initiatives, we remain committed to fostering a high-performance environment at City Hall, ensuring our policies are current, comprehensive, and conducive to staff development.

II. Key Highlights
Major Milestones Achieved:

Compiled sample policies from other cities.

Drafted Cash Handling Policy
Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Review Cash Handling Policy
Draft Travel Policy
Draft Credit Card Policy
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS
Program: Central Services

City of Carpinteria FY 2024/25 Administrative Services

1. Goal: Update outdated City policies and provide staff with training on the new policies.

Status
Current Progress: On Track
Actions Taken This Quarter:

Compiled sample policies from other cities.

Drafted Cash Handling Policy
Challenges: None
Next Steps:

Review Cash Handling Policy
Draft Travel Policy
Draft Credit Card Policy
IV. Financial Summary
Budget Overview
Major Expenditures:
o None
Variance:
o None
Major Financial Changes or Concerns
Significant deviations from the budget
o None
Upcoming financial challenges or adjustments
o None
V. Community Engagement and Outreach
Major Expenditures:

None
Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Summary of Overall Progress
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 211 - Central Services
Expenditure
51 - Personnel Services 133,000 $ 133,000 $ 27,869 $ 21% 53 - Contract Services 750 750 - 0%
54 - Utilities 94,000 94,000 17,446 19%
55 - Other Operating Expenses 47,750 47,750 10,565 22%
Expenditure Total: 275,500 $ 275,500 $ 55,880 $ 20%

City of Carpinteria FY 2024/25 Administrative Services
On track with Goal #1 to update outdated City policies and provide staff with training on the new policies
Acknowledgment of Contributions from Departments, Staff, and Community Members
Finance Manager Gilbert Punsalan, Accounting Technician Noah Alvara, and Accounting Specialist Brenda Robinson
City of Carpinteria FY 2024/25 Operating Programs
Department: Admin Services
Funding Source(s): General Fund, Library Fund, and Recreation Fund ________________________________________________________________________ I. Executive Summary
Administrative Services and General Government focus on the progress related to City Council Primary Goal #5: Invest in a High-Performance Team at City Hall, specifically regarding the goal of providing resources to all staff to accommodate remote work. Currently, the status of this initiative is delayed. This quarter, General Government made initial strides by drafting the Remote Work Policy, which is designed to guide the accommodations and resources necessary for effective remote work. However, challenges remain as General Government continues to develop this policy to ensure it adequately meets all staff needs. Moving forward, our next steps include reviewing the draft Remote Work Policy and ordering the necessary equipment and software to support remote work capabilities. These actions are essential for enhancing workforce flexibility and productivity.

II. Key Highlights
Major Milestones Achieved:

General Government draft of the Remote Work Policy
Significant Issues or Challenges Encountered:

General Government is working on a Remote Work Policy to guide the accommodations for the resources needed.

Upcoming Priorities for the Next Quarter
Review draft Remote Work Policy.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Provide resources to all staff to accommodate remote work.

Status
Current Progress: Delayed
Actions Taken This Quarter:

General Government draft of the Remote Work Policy
Challenges:

General Government is working on a Remote Work Policy to guide the accommodations for the resources needed.

Next Steps:

Review draft Remote Work Policy.

Order equipment/software needed to support remote work.

Program: Management Information Services
City of Carpinteria FY 2024/25 Operating Programs
IV. Financial Summary
Budget Overview
Major Expenditures:
o None
Variance:
o None
Major Financial Changes or Concerns
Significant deviations from the budget
o None
Upcoming financial challenges or adjustments
o None
V. Community Engagement and Outreach
Major Expenditures:

None
Feedback Received:

None
Response to Feedback:

None
VI. Conclusion
Summary of Overall Progress
Delayed with Goal #1 to provide resources needed to accommodate remote work.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Finance Manager Gilbert Punsalan, Accounting Technician Noah Alvara, and Accounting Specialist Brenda Robinson
IT Support Engineer Foster Cannon from Policore for our Information Services management.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 221 - Management Information Services
Expenditure
51 - Personnel Services 103,300 $ 103,300 $ 20,530 $ 20% 52 - Professional Services 115,450 115,450 9,514 8%
53 - Contract Services 167,600 167,600 58,457 35%
55 - Other Operating Expenses 14,000 14,000 - 0%
Expenditure Total: 400,350 $ 400,350 $ 88,501 $ 22%
Community Development Department
First Quarter Reports for the Fiscal Year 2024/25
City of Carpinteria FY 2024/25 1st Quarter Update
Department: Community Development (CDD)
Funding Source(s): General Fund, Measure X, misc. state-awarded grants _______________________________________________________________________ I. Executive Summary
Community Development Administration is responsible for planning, organizing and directing the work performed in the different program divisions of the Community Development Department. Annual Work Plan goals for this Program are focused on continuing to build capacity for the Department through an emphasis on education/training, improved efficiencies, and increased revenues to help support enhanced services. In support of these goals, most CDD staff have attended at least one training or educational event this past quarter, staff continues to make progress towards the launch of online permitting platforms that will improve efficiency, transparency and customer service, and the which
generates important revenues to help fund and support ongoing annual expenses related to the new online permitting platform.

II. Key Highlights
Major Milestones Achieved:

All CDD staff have attended or completed at least one training or educational programming relevant to their position;
of early October, approximately $7,000 in revenue collected, which will be allocated towards paying for annual subscription costs associated with the online permitting platform and electronic plan check software.

Significant Issues or Challenges Encountered:

Launch of statutorily-required SolarApp+ online permitting software for residential rooftop solar projects has been delayed past September deadline due to challenges with completing on-boarding with required online payment processor.

Upcoming Priorities for the Next Quarter
Continue to seek and prioritize relevant training and education opportunities for all CDD staff;
Complete launch of SolarApp+ software and begin using for online permitting of residential rooftop solar projects;
Continue to identify, evaluate and prioritize online permitting platforms for targeted transition in FY 2025-26.

Program: Administration
City of Carpinteria FY 2024/25 1st Quarter Update
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Invest in staff learning through conferences and other learning tools.

Status
Current Progress: On Track
Actions Taken This Quarter:

CDD Director, Nick Bobroff, Principal Planner, Mindy Fogg, and Assistant Planner, Megan Musolf, attended a symposium put on by Brownstein Hyatt Farber Schreck, LLP, concerning implementation of Housing Laws in Santa Barbara County in July.

CDD Director, Nick Bobroff, attended the Employer-Sponsored Housing Consortium presentation put on by the South Coast Chamber of Commerce in July.

All CDD staff participated in a strengths finder exercise in July with the guidance of Principal Planner, Mindy Fogg. The exercise identified the collective strengths.

Assistant Planner, Megan Musolf, attended the annual CA chapter American Planning Association ( APA ) conference in September.

Chief Building Inspector and Plans Examiner, Dan Chepley, acquired CA Access Toolkit software to aid in preparation for the Certified Access in September.

Challenges: None
Next Steps:

Principal Planner, Mindy Fogg, will attend a leadership retreat in October for the California chapter of the Association for Environmental .

CDD staff are signed up to attend a training in October put on by the Tri- -
to the CA Green Code.

Associate Planner, Marysol Smith, and Assistant Planner, Megan Musolf, are registered for the upcoming AEP California Environmental Quality Act .

Code Compliance Supervisor, David Hernandez, will be attending the conference in November.

City of Carpinteria FY 2024/25 1st Quarter Update

2. Goal: Integrate software tools to increase staff capability and productivity.

Status
Current Progress: On Track
Actions Taken This Quarter:

CDD staff attended a demo from OpenGov software sales
representatives in August.

CDD staff attended a demo from VivaCivic software sales representatives in September.

In August and September, all necessary registration steps for launch of SolarApp+ software were completed, pending registration with third-part online payment processing company.

Challenges:

Launch of SolarApp+ delayed past targeted September launch date due to challenges with completing on-boarding with required third-party online payment processor. Work with SolarApp+ and payment processor to resolve this issue remains ongoing.

Next Steps:

Continue evaluation and ranking of software platforms;
Obtain current quotes for top software platform vendors; and Resolve remaining issues with online payment processor, complete launch of SolarApp+ software on City website and initiate contractor training/outreach.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Take Steps to Address the Fiscal Sustainability of the City.

GOALS AND STATUS

1. Goal: Evaluate new revenue sources to assist with funding local initiatives.

Status
Current Progress: Completed
Actions Taken This Quarter:

Building Permit application materials and fee schedule updated to reflect in July.

Permit software and receipting system updated to proper calculation and collection of fees in July.

City of Carpinteria FY 2024/25 1st Quarter Update
In July, training and workflows completed with CDD and Admin Services staff to allow for proper collection and accounting of applicable fees.

Challenges: None
Next Steps:
permits.

IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
fee keep pace with Q1 reporting, it is expected that the collected surcharge fees would successfully offset the majority of the annual permit platform subscription costs.

V. Community Engagement and Outreach
Engagement Activities:

Attendance at regional planning/housing events (e.g., SBCAG technical advisory committee meetings; regional affordable housing task force meeting; affordable housing symposium)
Feedback Received: None
Response to Feedback: None
VI. Conclusion
Overall, CDD is on track to complete all Administration Program goals identified The primary focus for remaining quarters are to continue to seek out relevant and high value training opportunities for staff, and complete platform to be ready to launch for FY25-26.

Mindy Fogg has been critical in supporting and encouraging CDD staff to pursue training and educational opportunities. She administered the strengths finder Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 301 - Community Development Administration
Expenditure
51 - Personnel Services 109,600 $ 109,600 $ 33,103 $ 30% 55 - Other Operating Expenses 3,300 3,300 101 3%
Expenditure Total: 112,900 $ 112,900 $ 33,204 $ 29%
City of Carpinteria FY 2024/25 1st Quarter Update
exercise for the Department and through her role as the CA chapter AEP president, has prompted planning staff to attend available CEQA trainings.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Community Development
Funding Source(s): General Fund, Measure X, misc. state-awarded grants ________________________________________________________________________ I. Executive Summary
The Advance Planning division is responsible for all long-range planning activities of the City, including updating and implementing the
General Plan/Coastal Land Use Plan, neighborhood design guidelines, Zoning Code, and Housing Element. Work efforts this year are focused on implementation of the adopted 2023-2031 Housing Element, continuing progress on the General Plan/Coastal Land Use Plan update and key legislative programs (e.g., anti-displacement regulations and objective design standards), and engaging with the County of Santa Barbara on land use matters of importance to the Carpinteria Valley.

Significant progress has been made during Q1 towards implementation of Housing Element ted
General Plan/Coastal Land Use Plan elements to the General Plan Update Work on the anti-displacement
legislative package is scheduled to begin in Q2 but may be delayed by ongoing efforts related to the Housing Element implementation and General Plan update work. Work on the Downtown Design Overlay, also scheduled to begin in Q2, has re-started early, but in a somewhat revised manner as part of the Housing Element implementation. Finally, engagement with the County on a variety of land use matters (e.g., Housing Element, Bailard multifamily residential project, Sphere of Influence, etc.) has occurred throughout Q1 and will likely continue throughout the rest of the year.

II. Key Highlights
Major Milestones Achieved:

Administrative drafts of Zoning Code amendments for Housing Element rezones completed.

City Council first reading approval of ADU ordinance updates and submittal of application to California Coastal
Planning Commission recommendation for approval of Density Bonus ordinance updates.

Release of administrative drafts of the GP/CLUP Circulation and Coastal Resiliency Elements to the GPUC.

Significant Issues or Challenges Encountered:

CCC certification of ADU ordinance update delayed by new coordinated review requirements with HCD. City staff working with CCC and HCD staff to complete review and resolve any required revisions.

Program: Advance Planning
City of Carpinteria FY 2024/25 1st Quarter Update
Density Bonus ordinance update paused pending outcome of state legislative cycle triggering potential for additional required updates. Staff will recommence work on this effort once legislative session is completed.

Upcoming Priorities for the Next Quarter
Hold public hearings for Housing Element rezones.

Release administrative drafts of GP/CLUP Land Use and Community Design Elements to GPUC.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #2: Accommodate city growth while maintaining the small beachside town character.

GOALS AND STATUS

1. Goal: Pursue Implementation of the adopted Housing Element.

Status
Current Progress: On Track
Actions Taken This Quarter:

Completed preparation of administrative drafts of necessary zoning ordinances for implementation of Housing Element rezones in anticipation of public hearings in Q2. (September)
Received Planning Commission recommendation for approval of updates to Density Bonus ordinance. (July)
Received City Council approval on first reading of updates to ADU ordinance. (July)
Submitted LCPA application to CCC for certification of ADU ordinance update. (August)
Challenges:

Scope and complexity of Housing Element rezones is staff/labor intensive. Paused or delayed other work efforts to prioritize this effort.

CCC certification of ADU ordinance update delayed by new coordinated review requirements with HCD. City staff working with CCC and HCD staff to complete review and resolve any required revisions. Will carry over into Q2.

Density Bonus ordinance update paused pending outcome of state legislative cycle triggering potential for additional required updates. Staff will recommence work on this effort once legislative session is completed.

Will carry over into Q2/3.

City of Carpinteria FY 2024/25 1st Quarter Update
Next Steps:

Hold public hearings (Planning Commission and City Council) for Housing Element rezones.

Resolve pending comments from CCC- HCD coordinated review of ADU ordinance updates and proceed with CCC certification.

Recommence work on Density Bonus Ordinance updates. Schedule for City Council first reading and submit LCPA application to CCC.

2. Goal: Continued Progress Toward Adoption of General Plan/Coastal Land Use Plan (GP/CLUP) Update.

Status
Current Progress: On Track
Actions Taken This Quarter:

Released administrative drafts of Circulation and Coastal Resiliency Elements to GPUC for public review (July).

Updated analysis of City buildout scenario and prepared administrative draft of Land Use and Community Design Elements for release to GPUC in October. (August/September).

Began background technical analysis in support of Environmental Impact July- September)
Challenges:

Limited consultant capacity to devote to this project. Staff and consultant have worked together to establish timelines and schedule to keep project on track going forward.

Extended pause in General Plan update effort (~2020- 2023) resulted in out-of-date analysis and data, requiring additional staff and consultant resources to refresh data and revise analyses
Next Steps:

Release of administrative drafts of Land Use and Community Design Elements to GPUC.

Begin work on preparation of public draft of the complete General Plan update for release in Q3.

3. Goal: Continued Implementation of Anti-displacement Legislative Package.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
City of Carpinteria FY 2024/25 1st Quarter Update
Challenges:

Initiation of updates to Shortto complexity and scope of higher priority projects (e.g., Housing Element rezones).

Next Steps:

Begin work on STR Ordinance updates

4. Goal: Continued Progress Toward Completion of the Downtown Design Overlay.

Status
Current Progress: Delayed
Actions Taken This Quarter:

Some of the draft design standards developed for this project have been repurposed for use in support of the Housing Element rezones (i.e., proposed objective design standards to apply to rezone sites, etc.). (August/September)
Developed and prepared draft objective design standards for Housing Element rezone sites in anticipation of public hearings in Q2.

Challenges:

Project timeline for completion is overdue and grant funding awarded for project has been fully expended despite project not yet completed.

Completion of project will require additional allocation of staff resources and/or funds for additional consultant services.

Project focus has evolved over time from downtown-specific design standards to initially focus on Housing Element rezone sites and housing laws. Objective standards for Housing Element rezone sites currently moving forward as part of larger Housing Element implementation effort.

Next Steps:

Hold public hearings (ARB, Planning Commission, City Council) for Housing Element rezones, including new zoning code chapter re:
objective design standards.

5. Goal: Engage in County Land Use Decisions Affecting Carpinteria Sphere of Influence.

Status
Current Progress: On Track
Actions Taken This Quarter:

City of Carpinteria FY 2024/25 1st Quarter Update
Provided policy consistency analysis letter to County Planning and Development concerning proposed Bailard Multifamily Housing Project. (September)
Restarted dialog with project developer re: Bailard project. (July) Participate in preliminary exploratory meetings with Santa Barbara Santa Barbara staff re: formation of Memorandum of
to formalize communication between City and County concerning pending projects in City Sphere of Influence and/or Planning Area. (July/August) Engage in ongoing dialog with CCC staff re: County Housing Element rezones in Carpinteria Valley. (July- September)
Challenges: None
Next Steps:

Review draft MOA with LAFCO and County of Santa Barbara.

Continue engagement with CCC re: County Housing Element rezones.

IV. Financial Summary
Budget Overview
Major Expenditures:
o Approximately $18,500 expended on consultant services related to General Plan update. Budget allocation (reimbursed by State grants) for up to ~$200,000.

Variance:
o To date, Advance Planning staff has avoided need to utilize $100,000 budget allocation for consultant services related to Housing Element implementation.

Major Financial Changes or Concerns
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 302 - Advance Planning
Revenue
43 - Intergovernmental 200,000 $ 200,000 $ - $ 0%
45 - Charges for Services 1,500 1,500 2,316 154%
Revenue Total: 201,500 $ 201,500 $ 2,316 $ 1%
Expenditure
51 - Personnel Services 403,550 $ 403,550 $ 69,322 $ 17% 52 - Professional Services 300,250 300,250 - 0%
55 - Other Operating Expenses 4,000 4,000 410 10%
Expenditure Total: 707,800 $ 707,800 $ 69,732 $ 10%
City of Carpinteria FY 2024/25 1st Quarter Update
Grant funding for Downtown Design Overlay fully expended despite project incompleteness. Additional funding for consultant services is anticipated to complete this project.

V. Community Engagement and Outreach
Engagement Activities:

Held GPUC meeting in July.

Attended regional Affordable Housing Task Force meeting in July.

Feedback Received:

Public comments and GPUC feedback provided on draft Circulation and Coastal Resiliency Elements for GP/CLUP update.

Response to Feedback:

Public comments and GPUC comments will be used to update and finalize complete public draft of GP/CLUP update prior to release.

VI. Conclusion
Meaningful progress has been made in Q1 on the two highest priority advance planning work efforts: Housing Element implementation and the GP/CLUP update. Both of these work efforts remain on track with annual work plan goals and performance measures. Work on secondary priority advance planning efforts (e.g., anti-displacement legislation and downtown design overlay) have been paused or delayed to allow for prioritization of the above-noted high priority projects. Engagement on County land use matters of importance to the City remains on track.

Efforts by the CDD Advance Planning Division (Mindy Fogg and Megan Musolf) have been critical to the progress being made on advance planning work items.

The WSP consultant team and GPUC members have provided critical support in completing the preparation and review of administrative drafts of all General Plan elements in anticipation of a complete public draft release in Q3.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Community Development
Funding Source(s): Affordable Housing Fund
________________________________________________________________________ I. Executive Summary
efforts to address the affordable housing needs of Carpinteria. Specific identified work plan efforts for this year include presenting options to the City Council for the development of affordable housing, increasing community awareness of the Rental Housing Mediation e Parking
Program, and seeking opportunities for enhanced in-city homelessness services.

Primary efforts in Q1 related to this Program have focused on researching affordable housing strategies employed by other jurisdictions, researching options for the expansion of the Safe Parking Program, and engaging with Dignity Moves and other homelessness services providers concerning opportunities for expanded services.

II. Key Highlights
Major Milestones Achieved:

CDD staff toured Dignity Moves tiny home village in downtown Santa Barbara.

Received preliminary support from property owner to renew and expand City Safe Parking Program.

Provided annual report on homelessness in conjunction with County of Santa Barbara staff to City Council.

City Council first reading approval of updates to Public Sleeping and Camping ordinance.

Significant Issues or Challenges Encountered:

Limited available properties/sites constrain options for in-city expanded homelessness services.

Most recent Point-in-Time Count suggests modest uptick in unhoused individuals in Carpinteria, particularly among those living in their cars.

Funds allocated to Workforce Homebuyer Down Payment Loan Program have been fully expended. No funding remains for additional loans until outstanding loans are repaid or additional funds are allocated to the Program.

Upcoming Priorities for the Next Quarter
Continue to explore possible sites for tiny home village with Dignity Moves staff.

Begin work on renewal and expansion of Safe Parking Program.

Program: Housing
City of Carpinteria FY 2024/25 1st Quarter Update
Undertake efforts to expand community knowledge of RHMP resources for tenants and landlords.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #2. Accommodate City Growth while Maintaining a Small Beachside Town Character.

GOALS AND STATUS

1. Goal: Explore options for the development of affordable housing.

Status
Current Progress: On Track
Actions Taken This Quarter:

CDD staff attended quarterly City-County Joint Affordable Housing Task Force meeting. (July)
CDD staff attended Employer-Sponsored Housing Consortium meeting hosted by South Coast Chamber of Commerce. (July)
CDD staff attended CA chapter APA conference. Attended sessions related to affordable housing solutions. (September)
Challenges:

Funds allocated to Workforce Homebuyer Down Payment Loan Program have been fully expended until either existing outstanding loans are repaid and/or additional funds are allocated to the Program.

Next Steps:

Continue research of successful affordable housing strategies.

Attend next quarterly Joint Affordable Housing Task Force meeting in October.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Primary Goal #4 Strengthen Community Institution Collaboration.

GOALS AND STATUS

1. Goal: Increase Community Awareness of Rental Housing Mediation Program (RHMP) services.

Status
Current Progress: Not Started
Actions Taken This Quarter: None
Challenges:

City of Carpinteria FY 2024/25 1st Quarter Update
Staff capacity to develop and implement outreach efforts has been limited due to other work priorities. Will consider re-assigning tasks and/or breaking down into smaller tasks to facilitate incremental progress toward completion.

Next Steps:

RHMP services.

Develop and provide public outreach materials for use on City social media platforms.

Distribute RHMP pamphlets at key City locations (e.g., library, etc.).

2. Goal: Explore options for the Continuation and Expansion of the Safe Parking Program.

Status
Current Progress: On Track
Actions Taken This Quarter:

Discussed options for Safe Parking Program renewal/expansion with New Beginnings staff. (July- September)
Received preliminary support from property owner to allow for renewal/expansion of Safe Parking Program in existing location.

Challenges:

Limited available properties/sites available in the City to accommodate additional or expanded Safe Parking Program location. Exploring option for expansion of capacity at existing site instead.

Staffing and funding considerations for renewed/expanded program unknown at this time. Continued dialog with New Beginnings staff to identify needs.

Next Steps:

Finalize cost proposal for renewed/expanded program.

Prepare staff report for program renewal and expansion for future City Council agenda item.

3. Goal: Seek opportunities to expand and support housing needs for unhoused individuals.

Status
Current Progress: On Track
Actions Taken This Quarter:

Continued dialog and research with Dignity Moves staff to identify candidate sites for in-city tiny home village. (July- September) CDD staff toured the Dignity Moves tiny home village to gain a better operations/programming. (September)
Provided annual report on homelessness in conjunction with County of Santa Barbara staff to City Council. (July)
City of Carpinteria FY 2024/25 1st Quarter Update
Received first reading approval of updates to Public Sleeping and Camping Ordinance from City Council. (September)
Challenges:

Modest uptick in number of individuals experiencing homelessness in Carpinteria, particularly among those living in their cars, compared to recent past years according to most recent Point-in-Time Count.

Prioritizing expansion of Safe Parking Program as an immediate tool to offer expanded services to unhoused individuals.

Limited available sites for tiny home village in Carpinteria. Tour of tiny home village helped clarify space and infrastructure needs. Outreach to prospective property owners underway.

Next Steps:

Continue efforts in coordination with Dignity Moves to identify prospective sites for tiny home village.

Return updated Public Sleeping and Camping ordinance for final adoption by City Council.

Update Public Sleeping and Camping Administrative Policy to guide City staff response in compliance with current law.

IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
Costs for renewed/expanded Safe Parking Program unknown at this time.

Workforce Homebuyer Down Payment Loan Program funds fully expended until loan repayments and/or additional funds are allocated.

V. Community Engagement and Outreach
Engagement Activities:

CDD staff toured Dignity Moves tiny home village.

Annual report on homelessness to City Council.

Attendance at weekly lunch program for persons experiencing homelessness.

Feedback Received:

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 311 - Housing
Revenue
46 - Interest 8,000 $ 8,000 $ 3,128 $ 39%
Revenue Total: 8,000 $ 8,000 $ 3,128 $ 39%
Expenditure
51 - Personnel Services 39,500 $ 39,500 $ 7,686 $ 19%
52 - Professional Services 74,000 74,000 1,417 2%
Expenditure Total: 113,500 $ 113,500 $ 9,103 $ 8%
City of Carpinteria FY 2024/25 1st Quarter Update
Kudos to David Hernandez from members of the community for ongoing high level of service related to homelessness outreach and services.

Response to Feedback: None
VI. Conclusion
Research on efforts related to provision of affordable housing, expansion of the Safe Parking Program, and expanded in-city homelessness services remain ongoing. It is acknowledged that these are likely to be ongoing multi-year efforts, but it is important to continue incremental work towards meeting these goals.

Code Compliance Supervisor, David Hernandez, continues to play a lead role praised by members of the community for his good work in this area. County of Santa Barbara Housing and Community Development staff are critical in orchestrating the countywide response to homelessness and connecting unhoused Carpinterians to county services. Dignity Moves staff have been extremely diligent in helping educate City staff about their programs and space/infrastructure needs to provide similar services in Carpinteria in the future. New Beginnings staff have been instrumental to the success and smooth operation of the initial Safe Parking Pilot Program. Santa Barbara Housing Trust Fund staff have continued to help implement and monitor the Workforce Homebuyer Down Payment Loan Program. City of Santa Barbara RHMP staff have provided valuable tenants rights and mediation services to Carpinteria residents and have seen an uptick in use of their services compared to years past.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Community Development
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
responsible for evaluating all types of development applications and permits, uniform codes, and administering zoning compliance related to business licensing. Much of this -to-day work focuses on permitting and inspection of construction activities, nevertheless, modest initial progress has been made during Q1 towards long-term process improvement initiatives (e.g., business licensing, and transitioning towards electronic permitting), and continuing to expand upon staff knowledge and training to provide better customer service.

II. Key Highlights
Major Milestones Achieved:

Updated Business License and Certificate of Occupancy applications to help clarify information needs and requirements for business licensing.

Acquisition of annual subscription to Access Toolkit software to aid staff in interpreting and applying accessibility requirements, and as training guide for Utilizing partinspection and plan check services contractor to help address permit backlogs, implement process improvements, and transition workflows to digital formats.

Significant Issues or Challenges Encountered:

Volume of building permit and business license applications remain high compared to historic averages.

Business Licensing review and approval workflow continues to be inefficient and not consistently adhere to established process.

Process and workflow improvements hampered by outdated software limitations.

Upcoming Priorities for the Next Quarter
Launch improved business licensing applications and applicant guide.

Formalize and document updated workflows for building permit review process.

Recruit for and hire new Building Official/Building Inspector.

Explore options to further leverage consultant support to enhance building and safety staff capacity and service levels.

Program: Development Review & Building
City of Carpinteria FY 2024/25 1st Quarter Update
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Primary Goal #3 Take Steps to Address the Fiscal Sustainability of the City; and Primary Goal #4: Strengthen Community Institution Collaboration.

GOALS AND STATUS

1. Goal: Implement Improvements to the Business Licensing Process.

Status
Current Progress: Delayed
Actions Taken This Quarter:

Draft updates to Business License and Certificate of Occupancy applications prepared and under review. Purpose of updates are to clarify information and application submittal requirements. (July) Ongoing coordination efforts with third-party business licensing contractor to improve review process workflow and efficiency.

Challenges:

Volume of pending business license applications and deviations from adopted workflows in review processes continue to overwhelm staff capacity and delay application review and approval timelines.

Next Steps:

Finalize and launch updated applications.

Prepare and publish applicants guide for licensing.

2. Goal: Implement Efficiency Improvements for Building Permit Review.

Status
Current Progress: On Track
Actions Taken This Quarter:

Utilizing existing building plan check and inspection services consultant for part-time permit technician assistance to address building permit backlogs, and to help implement process improvements, including but not limited to, transition to digital permitting. (July- September) Continued research and evaluation of new permit tracking platforms (see CDD Administration Program for more details). (July/August) Working towards official launch of online permitting platform, SolarApp+, for residential rooftop solar permits (see CDD Administration Program for more details). (September)
City of Carpinteria FY 2024/25 1st Quarter Update
Challenges:

Volume of building permit applications continues to be higher than historic volumes. Exploring options to further leverage consultant services to increase capacity and improve service levels.

Limitations of outdated permit software constrain building permit process improvement efforts. Transition to new improved software will resolve this impediment.

Next Steps:

Expand usage of consultant services for permit inspections to improve staff capacity and service levels.

Recruit for and fill vacant Building Official/Building Inspector position.

Finalize and execute launch of SolarApp+ software.

Continue research and evaluation of permit software platforms.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1: Invest in High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Achieve Certified Accessibility Specialist (CASP) for Chief Building Inspector and Plans Examiner.

Status
Current Progress: On Track
Actions Taken This Quarter:

Acquired annual subscription to Access Toolkit software, which provides graphical depictions of accessibility standards and requirements, and has been used my many building officials to prepare for and pass the CASP exam. (August)
Challenges: None
Next Steps:

Prepare and register for CASP exam.

2. Goal: Continue work towards Master Code Professional designation.

Status
Current Progress: Not Started. To be completed by Q4.

Actions Taken This Quarter: None
City of Carpinteria FY 2024/25 1st Quarter Update
Challenges: None
Next Steps:

Register for one or more of the remaining specialty exams needed for Master Code Professional designation.

IV. Financial Summary
Budget Overview
Major Expenditures:
o Approximately $13,000 of $100,000 budgeted for building plan check and inspection services has been expended at end of Q1.

Variance:
o Building Permit and Planning Charges revenues are both slightly outperforming anticipated budget at end of Q1 at 38% and 31% of expected revenues, respectively.

Major Financial Changes or Concerns
Additional large building permit plan checks and/or relying more heavily on consultant services to assist with building and safety duties will use up allocated funding faster than anticipated. A mid-year budget adjustment to request additional allocation of funds may be needed.

V. Community Engagement and Outreach
Engagement Activities:

Presented to Carpinteria Host Program members concerning status of various downtown development projects. (August)
Feedback Received:

General concerns expressed by members of the public concerning timelines for building permit processing and business license review.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 321 - Development Review & Building
Revenue
42 - Licenses & Permits 255,500 $ 255,500 $ 98,698 $ 39% 45 - Charges for Services 345,000 345,000 157,123 46%
Revenue Total: 600,500 $ 600,500 $ 255,821 $ 43%
Expenditure
51 - Personnel Services 665,700 $ 665,700 $ 139,160 $ 21% 52 - Professional Services 100,000 100,000 12,944 13%
54 - Utilities 750 750 178 24%
55 - Other Operating Expenses 13,000 13,000 544 4%
Expenditure Total: 779,450 $ 779,450 $ 152,826 $ 20%
City of Carpinteria FY 2024/25 1st Quarter Update
Response to Feedback:

Acknowledged delays. Described process improvements (above) are intended to address and resolve these critiques.

VI. Conclusion
Modest progress towards process improvements is underway. The expanded use of consultant services has improved turnaround times and reduced permit backlogs.

Lorena Esparza, Marysol Smith and Dan Chepley are the key members of our permitting team and are responsible for identifying and implementing process improvements. AnnMarie Forney, contract permit technician, has also provided valuable assistance in implementing process improvements and transitioning towards digital permitting.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Community Development
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
ensuring compliance with the Carpinteria Municipal Code in order to protect the peace, health, safety and quality of life of Carpinteria. Work Plan objectives for this year include implementation and enhanced utilization of Code Compliance tracking software. Work Plan objectives also include adopting Code Compliance Officer Safety Standards. Progress on all objectives, other than the Safety Standards, which are not scheduled until Q3, is on track and meeting stated performance measures.

II. Key Highlights
Major Milestones Achieved:

Multifamily Residential Smoking Ordinance adopted by City Council. (July) Digital sound meters acquired and training completed. (July) Began sound monitoring of licensed live entertainment venues. (July) Significant Issues or Challenges Encountered:

Live entertainment (and resultant noise complaints) often occur after hours when Code Compliance staff is not on duty.

Upcoming Priorities for the Next Quarter
Develop and implement education/outreach materials related to multifamily residential smoking ban.

Provide entertainment licensing update report to City Council, including findings from sound monitoring.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Primary Goal #4 Strengthen Community Institution Collaboration.

GOALS AND STATUS

1. Goal: Multi-family Smoking Ordinance Implementation and Outreach.

Status
Current Progress: On Track
Program: Code Compliance
City of Carpinteria FY 2024/25 1st Quarter Update
Actions Taken This Quarter:

Second reading and adoption of Multifamily Residential Smoking Ordinance by City Council completed. (July)
Challenges: None
Next Steps:

Develop and launch outreach materials for multifamily residential smoking bank, which will take effect in July 2025.

2. Goal: Entertainment Licensing Monitoring.

Status
Current Progress: On Track
Actions Taken This Quarter:

Acquired two digital sound readers for measuring live entertainment. One reader for Code Compliance staff and one provided to law enforcement for use in responding to noise complaints. (July)
Completed training for use of noise readers and provided training to law enforcement staff. (July/ September)
Began monitoring and gather sound level readings for live entertainment events. (July)
Challenges:

Live entertainment (and resultant noise complaints) often occur after hours when no Code Compliance staff is on duty. Purchased second sound reader to provide to law enforcement to allow for sound level readings to be logged when responding to noise complaints. Periodically reschedule Code Compliance officer shifts to allow for periodic weekend evening noise monitoring of live entertainment events.

Next Steps:

Provide entertainment licensing statue report to City Council.

3. Goal: GoGov Code Compliance Activity Tracking.

Status
Current Progress: On Track
Actions Taken This Quarter:

Continued logging of Code Compliance activities and provided quarterly update to City Council. (July)
City of Carpinteria FY 2024/25 1st Quarter Update
Challenges:

Incomplete logged data from past years limits ability to provide meaningful long-term trends analysis until additional years of more complete data is captured.

Next Steps:

Continue to improve reporting and trends analysis as part of quarterly reports.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Primary Goal #5 Invest in High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Develop and Adopt Code Compliance Officer Safety Standards.

Status
Current Progress: Not Started. Scheduled for Q3.

Actions Taken This Quarter: None
Challenges: None
Next Steps: None
IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 331 - Code Compliance
Revenue
42 - Licenses & Permits 350 $ 350 $ - $ 0%
44 - Fines & Forfeitures 87,000 87,000 14,267 16%
46 - Interest - - 626 0%
48 - Miscellaneous Revenue 2,500 2,500 - 0%
Revenue Total: 89,850 $ 89,850 $ 14,894 $ 17%
Expenditure
51 - Personnel Services 339,375 $ 339,375 $ 66,152 $ 19% 54 - Utilities 750 750 165 22%
55 - Other Operating Expenses 9,900 9,900 1,933 20%
Expenditure Total: 350,025 $ 350,025 $ 68,250 $ 19%
City of Carpinteria FY 2024/25 1st Quarter Update
Major Financial Changes or Concerns
Approximately 85% of Code Compliance supplies and materials budget expended by purchase of noise level readers. If additional needs arise, staff will need to request a mid-year budget adjustment.

V. Community Engagement and Outreach
Engagement Activities:

Code Compliance staff attended National Night Out event on Linden Avenue. (August)
Feedback Received:

General citizen complaints re: off-leash dogs in city parks and e-bikes in Salt Marsh Park.

Positive feedback regarding GoGov service request app.

Response to Feedback:

Increased patrols of recreational and open spaces areas.

VI. Conclusion
Code Compliance staff is on track with respect to the identified Goals and Code Compliance Supervisor, David Hernandez, and Code Compliance Officer II, Henry Menendez, successfully and adeptly manage a high case load across a variety of priorities.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Community Development
Funding Source(s): General Fund
________________________________________________________________________ I. Executive Summary
The Animal Control Program is part of the operations of the Code Compliance Division, and is responsible for providing animal-related services to citizens and animal welfare services to domestic pets and City wildlife. Annual Work Plan Objectives for this year include increasing outreach and compliance with leash laws and spay/neuter ordinance, obtain animal control officer safety training/certification, enhancing participation in the dog licensing program, and improving adoption program. Progress is on track for work search for a new online CDD permitting and licensing platform.

II. Key Highlights
Major Milestones Achieved:

Increased periodic patrols of City open space areas and contacts with offleash dog owners. 9 warnings/citations issued Q1.

Improved processes for advertising adoptable pets. Three successful adoptions in Q1.

Outreach efforts to recruit pet fosters/volunteers initiated.

Significant Issues or Challenges Encountered:

Only one code compliance/animal control officer on duty most days. Limited capacity for animal control outreach-related work.

Upcoming Priorities for the Next Quarter
Ramp up public outreach efforts related to leash laws, spay/neuter requirements, and dog licensing.

Formalize public outreach protocols for adoptable pets as administrative policy.

Pursue animal control officer safety training/certification.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Enhance public safety through animal control-related education, outreach, and enforcement.

GOALS AND STATUS
Program: Animal Control
City of Carpinteria FY 2024/25 1st Quarter Update

1. Goal: Increase compliance with dog leash and pet clean-up laws.

Status
Current Progress: On Track
Actions Taken This Quarter:

Continued periodic weekly patrols of open space areas and contacts with off-leash dog owners. 9 warnings/citations issued in Q1.

Improved recording of open space patrols and off-leash dog contacts for tracking and reporting purposes.

Challenges:

Limited staffing capacity for regular patrols. Staff encouraged to prioritize random periodic patrols during weekly shifts.

Next Steps:

Ramp up public outreach/education efforts regarding leash laws through social media, Coastal View News, etc.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Promote animal welfare and safety.

GOALS AND STATUS

1. Goal: Obtain Animal Control Officer Training / Certification.

Status
Current Progress: Not Started. To be completed by end of Q4.

Actions Taken This Quarter: None
Challenges: None
Next Steps:

Pursue options for safety training and/or certification for both animal control officers.

2. Goal: Enhance Effectiveness of and Participation in Dog Licensing Program.

Status
Current Progress: Delayed
Actions Taken This Quarter:

City of Carpinteria FY 2024/25 1st Quarter Update
Researching permit platforms for CDD Departmental use, including ability to manage licensing programs (including dog licenses). (JulySeptember) Challenges:

Limited staff capacity. Work with other City staff to complete simple website updates, and to develop and launch social media materials.

Next Steps:

Update website information.

Develop social media materials.

Continue research into online permitting and licensing platforms.

3. Goal: Improve Effectiveness of Pet Adoption Program.

Status
Current Progress: On Track
Actions Taken This Quarter:

Three dogs successfully adopted/rehomed during Q1.

Outreach via City newsletter regarding dog foster/volunteer opportunities. (August)
Coordinated advertising re: adoptable pets via city website and social media platforms.

Challenges: None
Next Steps:

Prepare administrative policy re: pet adoption outreach and advertising.

Continue outreach efforts to build animal foster/volunteer corps.

IV. Financial Summary
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 341 - Animal Care & Control
Revenue
42 - Licenses & Permits 10,000 $ 10,000 $ 700 $ 7%
45 - Charges for Services 500 500 - 0%
Revenue Total: 10,500 $ 10,500 $ 700 $ 7%
Expenditure
51 - Personnel Services 53,450 $ 53,450 $ 11,100 $ 21%
52 - Professional Services 24,000 24,000 5,504 23%
55 - Other Operating Expenses 2,400 2,400 - 0%
Expenditure Total: 79,850 $ 79,850 $ 16,604 $ 21%
City of Carpinteria FY 2024/25 1st Quarter Update
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns:

Community desire to bring back additional Code Compliance officer and/or hire park ranger has significant budget implications. Not anticipated to be offset through increased animal control- or code compliance-related revenues.

Animal Control Officer certification not budgeted for, but would be beneficial for at least one officer to be certified. Researching certification process, timing and costs for possible mid-year adjustment request.

V. Community Engagement and Outreach
Engagement Activities:

Posted in City Newsletter regarding need for animal fosters and volunteer dog walkers. (August)
Off-leash dog patrols and contacts in Carpinteria Bluffs Preserve. (ongoing) Feedback Received:

Off-leash dogs persist in City open space areas.

Code Compliance/park ranger presence requested near seal rookery to aid in enforcement of seasonal beach closure and marine mammal avoidance.

Response to Feedback:

Feedback acknowledged. City Council to consider budgeting for additional code compliance/park ranger staff as part of FY25-26 budget.

VI. Conclusion
Modest progress underway related to improved compliance with leash laws and licensing requirements. Additional public outreach and efforts to ease licensing renewals/enforcement remain. Initial efforts to improve advertising for adoptable pets appears to be working. Steps need to be formalized in administrative policy for ongoing replication. Continue efforts to increase participation in animal volunteer/foster. Training/certification for animal control officers remains an important priority for officer safety.

Code Compliance Supervisor, David Hernandez, is responsible for overseeing -related programs. Animal
Medical Clinic staff provide important support for after-hours animal control calls and foster/medical care for found pets. AMC staff also often assist in the successful re-homing of adoptable pets. Dog foster volunteers, including Lee Heller, are also important in providing training, socialization, and care for adoptable pets until they can be re-homed.

Public Works Department
First Quarter Reports for the Fiscal Year 2024/25 Budget City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): Gas Tax, General Fund, and Measure A ________________________________________________________________________ I. Executive Summary
The Public Works Administration Program is responsible for the planning, organizing, and directing of all services in the Public Works Department. o enhance departmentwide operational and production efficiency. There are two (2) quantifiable objectives, and the status thereof is shown in the table below. Status of budget for II. Key Highlights
Major Milestones Achieved:

Maintenance staff currently utilizing new computer maintenance management system, GoGov.

Significant Issues or Challenges Encountered:

No budget for purchasing new mobile devices. However, existing mobile workspace devices are reassigned in cases of staff turnover.

Upcoming Priorities for the Next Quarter:

Outfit new maintenance staff with mobile workspace device to utilize GoGov.

Finalize telework policy.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS
Goal: To enhance departmentwide operational and production efficiency.

Status
Current Progress: On Track
Actions Taken This Quarter:

Objective 1. Attain 100% of maintenance staff performing same-day, realtime status reporting on job site.

Maintenance staff currently utilizing new computer maintenance management system, GoGov.

Reviewing customer satisfaction surveys in weekly Department staff meetings.

Objective 2. Attain 100% of administrative staff reducing commute stress and fatigue.

Program: Public Works Administration
City of Carpinteria FY 2024/25 1st Quarter Update
Department is currently coordinating with the City Manager in drafting telework policy.

Challenges:

No budget for purchasing new mobile devices. However, existing mobile devices are reassigned in cases of staff turnover.

Next Steps:

Outfit new maintenance staff with mobile workspace device to utilize GoGov.

Follow-up with finalizing telework policy and implement including assigning telework schedules.

IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities: None.

Major Expenditures: None.

Feedback Received: None.

Response to Feedback: None.

VI. Conclusion
Summary of Overall Progress:

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 401 - Public Works Administration
Revenue
43 - Intergovernmental 40,000.00 $ 40,000.00 $ - $ 0%
44 - Fines & Forfeitures 1,200.00 1,200.00 - 0%
45 - Charges for Services 2,500 2,500 17,197 688%
48 - Miscellaneous Revenue 13,000 13,000 180 1%
Revenue Total: 56,700 $ 56,700 $ 17,377 $ 31%
Expenditure
51 - Personnel Services 258,550 $ 258,550 $ 54,646 $ 21% 52 - Professional Services 40,000 40,000 - 0%
54 - Utilities 750 750 178 24%
55 - Other Operating Expenses 17,000 17,000 4,168 25%
Expenditure Total: 316,300 $ 316,300 $ 58,992 $ 19%
City of Carpinteria FY 2024/25 1st Quarter Update
There is virtually no use of paper with the new computer maintenance management system. All maintenance staff are outfitted with some form of mobile workspace device such as a rugged, touch-screen tablet with detachable keyboard and/or mobile smart phone. All mobile workspace devices are able to remotely connect via Wi-Fi or cellular network.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Management Analyst primarily .

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): Capital Improvement, Development Impact Fee, Gas Tax, General, Local Transportation, Measure A, Parking and Business Improvement Area, Revolving, and Road Maintenance Rehabilitation Funds
________________________________________________________________________ I. Executive Summary
The Capital Improvements Program consists of capital projects greater than $10,000 in value and generally financed with specific funds intended only for capital improvements.

Capital projects are listed in the Capital Improvement Plan (CIP) and substantiated or prioritized in conformance with the General Plan and Local Coastal Plan, master plans, and/or special studies. (The term, Capital Improvements Program, also refers to a budgetary The CIP includes
capital projects for Alternative Transportation, General Facilities, Highway Interchanges and Bridges, Parking Facilities, Parks and Recreation Facilities, Storm Drain Facilities, Streets and Thoroughfares, and Traffic Control Facilities.
o increase capital project revenues. There is one (1) quantifiable objective, and the status thereof is shown in the table below. Status of budget for wledged below.

II. Key Highlights
Major Milestones Achieved:

All thirteen (13) Fiscal Year 2024/25 programmed capital projects are in progress.

Three (3) capital projects are under construction.

Ten (10) capital projects are under design.

Significant Issues or Challenges Encountered:

Fiscal Year 2024/25 Capital Improvements Program Budget initially appropriated less funding ( $6M) for pavement maintenance and rehabilitation projects. However, $400K of Local Surface Transportation Program (LSTP) funds was recently appropriated by City Council.

Federal-aid grants from the Infrastructure Investment and Jobs Act are a nationwide competition.

Upcoming Priorities for the Next Quarter:

Outfit new maintenance staff with mobile workspace device to utilize GoGov.

Finalize telework policy.

Program: Capital Improvements
City of Carpinteria FY 2024/25 1st Quarter Update
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #3: Take Steps to Address the Fiscal Sustainability of the City

GOALS AND STATUS
Goal: To increase capital project revenues.

Status
Current Progress: On Track
Actions Taken This Quarter:

Objective. Secure federal- and/or state-aid funds at no less than 75% of project cost.

In April 2024, Highway Bridge Program federal-aid funds in amount of 12.4M were secured for the construction phase, which is

88.53% of the total cost ( $14M)
In May 2024, Community Development Block Grant federal-aid funds in the amount of $570K were secured for the construction phase, which is 44% of the total cost ( $1.3M).

In February 2024, staff submitted a grant application for federal-aid funds in the amount of $3.4M for the construction phase, which is 80% of the total cost ( $4.6M), from the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) discretionary grant program of the Infrastructure Investment and Jobs Act.

Unfortunately, the project was not selected for award. On September 18, 2024, staff met with the federal government for a plication
was able to demonstrate a technical need for the proposed pavement improvements including pedestrian facility accessibility upgrades, but high evaluation points are/were scored towards disadvantaged communities.

In May 2024, a grant application was submitted for federal-aid funds in the amount of $383K for the construction phase, which is 90% of the total cost ( $426K), from the Safe Streets and Roads for All (SS4A) discretionary grant program of the Infrastructure Investment and Jobs Act.

A combination of staff and consulting grant services are teamed to prepare the Active Transportation Program (ATP) Cycle 7 grant application for state-aid funds towards continuation of the design phase including the environmental document for the Rincon MultiUse Trail Project.

Challenges:

Federal-aid grants from the Infrastructure Investment and Jobs Act are a nationwide competition.

Next Steps:

Staff will continue to research and pursue any grant program for eligible pavement improvement projects as well as for other infrastructure project needs.

City of Carpinteria FY 2024/25 1st Quarter Update
IV. Financial Summary
Budget Overview
Major Expenditures: Major expenses come from this program.

Variance: None.

Major Financial Changes or Concerns
Budget adjustment for recent appropriation of LSTP funds to the 2022 Pavement Rehabilitation Project.

V. Community Engagement and Outreach
Engagement Activities:

Staff solicited letters of support from potential partner organizations such as the Carpinteria Unified School District and MOVE Santa Barbara County for grant application for the Reconnecting Communities Pilot Grant Program from the Infrastructure Investment and Jobs Act.

Major Expenditures: None.

Feedback Received:

Staff received letters of support from Carpinteria Unified School District and Sidewalk Project.

Response to Feedback:

Submitted letters of support with grant application.

VI. Conclusion
Summary of Overall Progress
A combination of staff and consulting grant services are being utilized in pursuing grant opportunities.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 403 - Capital Improvements
Revenue
43 - Intergovernmental 8,786,500 $ 8,786,500 $ 411,229 $ 5% Revenue Total: 8,786,500 $ 8,786,500 $ 411,229 $ 5%
Expenditure
51 - Personnel Services 238,100 $ 238,100 $ 49,263 $ 21% 57 - Capital Outlay 16,516,800 16,549,800 581,654 4%
Expenditure Total: 16,754,900 $ 16,787,900 $ 630,917 $ 4% City of Carpinteria FY 2024/25 1st Quarter Update
Engineering Technician, Assistant Engineer, Management Analyst, Environmental Program Manager, and Public Works Director primary worked .

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): Capital Improvement Projects, Local Transportation, Measure A, Parking and Business Improvement Area, R-O-W Assessment District, and Street Lighting Funds
________________________________________________________________________ I. Executive Summary
The Transportation, Parking and Lighting Program provides for the administration of the services for transit service contracts, public parking lots, and street lights. goal is to increase availability of alternative transportation. There is one (1) quantifiable objective, and the status thereof is shown in the table below. Status of budget for wledged below.

II. Key Highlights
Major Milestones Achieved:

At its meeting of June 11, 2024, the Transportation Committee received a status report about The Wave microtransit service.

Significant Issues or Challenges Encountered:

According to SBMTD General Manager Jerry Estrada, there is a shortage of qualified transit drivers.

Upcoming Priorities for the Next Quarter:

Schedule another Transportation Committee Meeting within the 3rd quarter of .

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Transportation Committee Resolution No. 5928

GOALS AND STATUS
Program: Transportation, Parking and Lighting
City of Carpinteria FY 2024/25 1st Quarter Update
Goal: To increase availability of alternative transportation.

Status
Current Progress: Delayed
Actions Take This Quarter:

Objective. Implement microtransit service to reach no less than 30% of population.

At its meeting of June 11, 2024, the Transportation Committee received a status report about The Wave microtransit service.

Challenges:

According to SBMTD General Manager Jerry Estrada, there is a shortage of qualified transit drivers.

Next Steps:

Schedule another Transportation Committee Meeting within the 3rd IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities: None.

Major Expenditures: None.

Feedback Received: None.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 411 - Transportation, Parking, & Lighting
Revenue
41 - Taxes 234,450 $ 234,450 $ - $ 0%
44 - Fines & Forfeitures 800 800 - 0%
46 - Interest 5,000 5,000 3,241 65%
Revenue Total: 240,250 $ 123,150 $ 3,241 $ 3%
Expenditure
51 - Personnel Services 123,150 $ 123,150 $ 23,633 $ 19% 52 - Professional Services 268,500 268,500 78,417 29%
53 - Contract Services 8,000 8,000 - 0%
54 - Utilities 151,000 151,000 12,810 8%
55 - Other Operating Expenses 7,000 7,000 1,074 15%
Expenditure Total: 557,650 $ 557,650 $ 115,934 $ 21%
City of Carpinteria FY 2024/25 1st Quarter Update
Response to Feedback: None.

VI. Conclusion
Summary of Overall Progress
No update is yet provided by SBMTD to date.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Public Works Director primarily .

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): General and Measure X Funds
_______________________________________________________________________________________ I. Executive Summary
The Resource Conservation Program provides for renewable energy development, energy efficiency, and strategic energy planning. o reduce greenhouse gas emissions. There is one (1) quantifiable objective, and the status thereof is shown in the acknowledged below.

II. Key Highlights
Major Milestones Achieved:

At its meeting of October 7, 2024, the Planning Commission approved the Corporation Yard Carport and associated electric vehicle charging station for a future electric street sweeping equipment.

Significant Issues or Challenges Encountered:

Fiscal Year 2024/25 Capital Improvements Program Budget did not appropriate funds for the City Hall Solar Generation and Storage Project.

Upcoming Priorities for the Next Quarter:

Complete construction of Corporation Yard Carport.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Sustainability Community Policy Resolution No. 5500

GOALS AND STATUS
Goal: To reduce greenhouse gas emissions.

Status
Current Progress: On Track
Actions Take This Quarter:

Objective. Develop 100% energy sustainable and resilient City facilities.

At its meeting of October 7, 2024, the Planning Commission approved the Corporation Yard Carport and associated electric vehicle charging station for a future electric street sweeping equipment.

Staff is planning for the purchase of a new electric tractor that will replace a diesel tractor for use on parks and open spaces.

Incentive program amounts of $65K and $45K are being
researched from the Santa Barbara County Air Pollution Control Program: Resource Conservation
City of Carpinteria FY 2024/25 1st Quarter Update
District and Central Coast Community Energy, respectively, for the purchase of the electric tractor.

Challenges:

On September 23, 2024, the City Council directed staff to purchase a preowned street sweeping equipment, discontinue street sweeping equipment rental, and void the purchase order of the electric street sweeping equipment due to delays related to the power system of the electric street sweeping equipment.

Next Steps:

Staff will continue to research and pursue any grant and/or incentive program for eligible public facility electrification projects and fleet electrification.

IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities:

Community review by the Planning Commission was engaged for the Corporation Yard Carport.

Major Expenditures: None.

Feedback Received:

Planning Commission inquired whether more electric vehicle charging stations are planned for
Response to Feedback:

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 461 - Resource Conservation
Revenue
48 - Miscellaneous Revenue 4,000 $ 4,000 $ 4,685 $ 117% Revenue Total: 4,000 $ 4,000 $ 4,685 $ 117%
Expenditure
51 - Personnel Services 36,150 $ 36,150 $ 7,450 $ 21%
53 - Contract Services 2,000 2,000 - 0%
55 - Other Operating Expenses 4,750 4,750 29 1%
Expenditure Total: 42,900 $ 42,900 $ 7,479 $ 17%
City of Carpinteria FY 2024/25 1st Quarter Update
electric vehicle charging stations.

VI. Conclusion
Summary of Overall Progress
Funding for the replacement of gas-powered equipment with electric-powered equipment has been procured utilizing a mix of grant funds and incentive programs. Grant funds procured to date have been those distributed by the Santa Barbara County Air Pollution Control District, and incentive funding has been from the .

Acknowledgment of Contributions from Departments, Staff, and Community Members
Engineering Technician, Assistant Engineer, Management Analyst, Environmental Program Manager, Public Works Supervisor, Parks and Facilities Supervisor, and Public Works Director primarily worked on the .

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): AB 939, Revolving, and Solid Waste Franchise Fee Funds _______________________________________________________________________________________ I. Executive Summary
The Solid Waste Program provides for solid waste collection including handling, disposal, and recycling operations; and street sweeping. The City contracts with E.J. Harrison and Sons, Inc. under a franchise agreement. The program also provides for the collection of antifreeze, batteries, oil, and paint (ABOP); and the annual household hazardous waste and household goods including electronic waste (E-Waste).
o increase landfill diversion. There are two (2) quantifiable objectives, and the status thereof is shown in the table below. Status of budget for implementing the nowledged below.

II. Key Highlights
Major Milestones Achieved:
2,576 of 2,578 residential customers in curbside organic waste collection program.
53 businesses in curbside organic waste collection program. 50 of 300 commercial accounts are required to comply.

All 86 multi-family in green waste program.

Significant Issues or Challenges Encountered:

Restaurants and retail sale locations experience high-turnover.

Upcoming Priorities for the Next Quarter:

Obtain staff capacity or consulting services with bilingual capabilities to continue public education.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Sustainability Community Policy Resolution No. 5500

GOALS AND STATUS
Program: Solid Waste
City of Carpinteria FY 2024/25 1st Quarter Update
Goal: To increase landfill diversion.

Status
Current Progress: On Track
Actions Take This Quarter:

Objective 1. Attain 100% of resident and business participation in curbside organic collection service. 2,576 of the 2,578 residential customers (defined as properties with 4 or fewer units) in Carpinteria have curbside organic waste collection. Only 50 of the 300 commercial accounts are required to comply with these requirements; 53 businesses participate in the program. All 86 multi-family (those properties with 5 or more units) participate in a green waste program. The City issues waivers for organic waste service based on several factors. Customers must submit a waiver application, which triggers a waste audit to determine if a waiver should be granted or not.

Objective 2. Attain 100% of food and beverage provider participation in the regulation of single-use plastic take-out food ware, as well participation in retail sale regulations related to single-use plastic food ware and mylar ballons.

This measure is ongoing, and it is unlikely for 100% compliance will be met in FY 2024/25. This is a multi-year implementation project that will require repeated site visits and education.

Challenges:

Restaurants and retail sale locations experience high-turnover. So, regularly visiting businesses is necessary for these regulations to be successful. One of the primary functions of the Environmental Program Specialist will be outreach for regulations related to solid waste, which includes this measure. One additional challenge is language and cultural barriers. The types of businesses that are required to comply with the above measures often employ staff that are non-English speaking and may have other cultural barriers to understanding the regulations.

Next Steps:

Staff will be visiting restaurants and food-ware retail locations throughout the fiscal year to educate their staff and begin enforcement activities.

IV. Financial Summary
City of Carpinteria FY 2024/25 1st Quarter Update
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities:

Outreach was on hold for these measures for much of this quarter due to insufficient staff capacity.

Major Expenditures: None.

Feedback Received: None.

Response to Feedback: None.

VI. Conclusion
Summary of Overall Progress
Staff visited 113 of the 122 identified businesses that must comply with the single-use plastics regulations. Those businesses that were not visited were primarily due to language barriers. The City is exploring options for outreach in other languages. Solid waste collection outreach is conducted in partnership with E.J. Harrison & Sons, who has exceeded contract expectations in their diligence to enroll those customers required to comply with organic waste diversion requirements.

Maintenance staff in partnership with E.J. Harrison and Sons have both been critical to meeting these accomplishments. For the most part, the community has been receptive to the requirements, which is likely partially due to the large amount of outreach that was done via the Coastal View News, City Newsletter, Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 421 - Solid Waste
Revenue
43 - Intergovernmental 99,000 $ 99,000 $ - $ 0%
45 - Charges for Services 296,500 296,500 - 0%
48 - Miscellaneous Revenue - - 2,843 0%
Revenue Total: 395,500 $ 395,500 $ 2,843 $ 1%
Expenditure
51 - Personnel Services 357,200 $ 357,200 $ 56,914 $ 16% 52 - Professional Services 22,000 22,000 5,298 24%
53 - Contract Services 105,000 105,000 2,843 3%
55 - Other Operating Expenses 69,350 69,350 33,741 49%
Expenditure Total: 553,550 $ 553,550 $ 98,796 $ 18%
City of Carpinteria FY 2024/25 1st Quarter Update
website, and waste billing inserts. Staff also had conducted in-person outreach to businesses and has started hosting composting workshops for residents.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Maintenance staff and Environmental Program Manager primarily worked on .

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): Development Impact Fee, Gas Tax, General, Measure A, and Revolving Funds
_______________________________________________________________________________________ I. Executive Summary
The Watershed Management Program provides for the public outreach and education of stormwater quality; tracking of illicit discharges; water quality testing at storm drain outfalls or discharge areas; implementation and enforcement of stormwater quality best management practices (BMPs) for development, redevelopment, and City operations; regional coordination; and the overall stewardship of local watersheds by regulating stormwater runoff into creeks and salt marsh. The program was created in response to a need to comply with the National Pollutant Discharge Elimination System (NPDES) Phase II Small Municipal Separate Storm Sewer System (MS4) Permit. o protect local watersheds. There is one (1) quantifiable objective, and the status thereof is shown in the table below. Status of budget for implementing the wledged below.

II. Key Highlights
Major Milestones Achieved:

None.

Significant Issues or Challenges Encountered:

The draft Phase II MS4 Permit has multiple new requirements incorporated that go above the Trash Amendment in the Ocean Plan, which is the driver behind the Trash Implementation Plan and other trash provisions.

Upcoming Priorities for the Next Quarter:

Obtain staff capacity or consulting services with bilingual capabilities to continue public education.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Sustainability Community Policy Resolution No. 5500
National Pollutant Discharge Elimination System (NPDES) Phase II Small Municipal Separate Storm Sewer System (MS4) Permit

GOALS AND STATUS
Goal: To protect local watersheds.

Status
Program: Watershed Management
City of Carpinteria FY 2024/25 1st Quarter Update
Current Progress: On Track
Actions Take This Quarter:

Objective. Implement Trash Implementation Plan regulations.

Expansion of this measure is currently on hold. Measures that were identified in the draft Trash Implementation Plan, which was submitted in 2018 to the State Water Resources Control Board, have been met as of 2022. Since these plans have not been accepted by Regional Water Quality Control Board, it is unknown at this time for what the final permit requirements will be and further implementation above what the City is already doing is on hold.

Staff continues to implement the regulations in the current NPDES Phase II Small MS4 Permit.

Challenges:

The draft Phase II MS4 Permit has multiple new requirements incorporated that go above the Trash Amendment in the Ocean Plan, which is the driver behind the Trash Implementation Plan and other trash provisions.

Next Steps:

Staff continues to coordinate with SWRCB staff.

IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities: None.

Major Expenditures: None.

Feedback Received: None.

Response to Feedback: None.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 451 - Watershed Management
Expenditure
51 - Personnel Services 117,200 $ 117,200 $ 21,810 $ 19% 53 - Contract Services 95,000 95,000 - 0%
55 - Other Operating Expenses 23,100 23,100 1,196 5%
Expenditure Total: 235,300 $ 235,300 $ 23,006 $ 10%
City of Carpinteria FY 2024/25 1st Quarter Update
VI. Conclusion
Summary of Overall Progress
Staff continues to implement the regulations in the current NPDES Phase II Small MS4 Permit as well as coordinate with SWRCB staff in update of the NPDES Phase II Small MS4 Permit.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Maintenance staff and Environmental Program Manager primarily worked on .

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Public Works
Funding Source(s): Capital Improvement, Gas Tax, General, Library, Local Transportation, Measure A, Measure X, Park Maintenance, Recreation Services, R-O-W Assessment District, and Tidelands Trust Funds
_______________________________________________________________________________________ I. Executive Summary
The Street Maintenance Program provides for the maintenance of all City streets including rights-of-way. The Fleet Maintenance Program provides for the maintenance of all City fleet including vehicles and equipment. The Parks and Facilities Maintenance Program provides for the maintenance of all City parks and open spaces.

This o increase and diversify maintenance operations capabilities. There is one (1) quantifiable objective, and the status thereof is shown in the table below. Status wledged below.

II. Key Highlights
Major Milestones Achieved:

None.

Significant Issues or Challenges Encountered:

Due to injuries, half of the Street Maintenance Program staff are unable to attend any training.

Upcoming Priorities for the Next Quarter:

Attain 100% healthy Maintenance staff.

III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS
Goal: To increase and diversify maintenance operations capabilities.

Status
Current Progress: On Track
Actions Take This Quarter:

Objective. Possess at least one (1) special skill, e.g. carpentry, mechanical, electrical, plumbing, concrete finishing, equipment operation, etc.

Program: Street, Fleet, and Parks and Facilities
Maintenance
City of Carpinteria FY 2024/25 1st Quarter Update
Two (2) maintenance staff, one from the Street Maintenance Program and the other from the Parks and Facilities Maintenance Program, are scheduled to attend landscape irrigation skills training in November.

Challenges:

Due to injuries, half of the Street Maintenance Program staff are unable to attend any training.

Next Steps:

Continue on with training.

Diversify maintenance operations capabilities with special event hospitality skills from part-time Parks and Facilities Attendant staff for public facility rentals (e.g. Veterans Memorial Building).

IV. Financial Summary
Budget Overview
Major Expenditures: None.

Variance: None.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 431 - Street Maintenance
Revenue
43 - Intergovernmental 1,810,350 $ 1,810,350 $ 99,062 $ 5% 45 - Charges for Services - - 9,065 0%
46 - Interest 15,150 15,150 7,016 46%
Revenue Total: 1,825,500 $ 1,825,500 $ 115,143 $ 6%
Expenditure
51 - Personnel Services 221,850 $ 221,850 $ 41,903 $ 19% 52 - Professional Services 48,000 48,000 35,316 74%
53 - Contract Services 229,000 229,000 950 0%
54 - Utilities 25,550 25,550 1,669 7%
55 - Other Operating Expenses 160,500 160,500 25,445 16% 57 - Capital Outlay 819,500 819,500 85,982 10%
Expenditure Total: 1,504,400 $ 1,504,400 $ 191,266 $ 13% Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 441 - Right-of-Way Maintenance
Revenue
44 - Fines & Forfeitures 50 $ 50 $ - $ 0%
47 - Special Assessments 198,400 198,400 - 0%
Revenue Total: 198,450 $ 198,450 $ - $ 0%
Expenditure
51 - Personnel Services 124,100 $ 124,100 $ 24,560 $ 20% 53 - Contract Services 293,500 293,500 123,571 42%
54 - Utilities 63,400 63,400 9,791 15%
55 - Other Operating Expenses 61,500 61,500 6,919 11%
Expenditure Total: 542,500 $ 542,500 $ 164,840 $ 30%
City of Carpinteria FY 2024/25 1st Quarter Update
Major Financial Changes or Concerns
None.

V. Community Engagement and Outreach
Engagement Activities: None.

Major Expenditures: None.

Feedback Received: None.

Response to Feedback: None.

VI. Conclusion
Summary of Overall Progress
Training of maintenance staff is continuing.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Public Works Supervisor, Parks and Facilities Supervisor, and Public Works Director
Parks, Recreation & Community Services Department
First Quarter Reports for the Fiscal Year 2024/25 Budget City of Carpinteria FY 2024/25 1st Quarter Update
Department: Parks, Recreation, and Community Services
Funding Source(s): General, Measure X, Tidelands, Recreation, Parks, and Revolving Funds
________________________________________________________________________ I. Executive Summary
The department successfully migrated BBQ/Picnic and Veterans Hall rentals to an online platform, RecDesk. The department is actively pursuing administrative efficiencies and improvements, including the integration of sports field rentals and special events into RecDesk.

Additionally, the department is working to establish comprehensive, department-wide policies to streamline operations.

II. Key Highlights
Major Milestones Achieved:

Migrated BBQ/Picnic and Vets Hall rentals to RecDesk
200 AgeWell participants
95 AgeWell programs per month
Created 3 new AgeWell programs geared towards senior men Hosted the first Spanish speaking AgeWell Event
26 AgeWell Volunteers
104 community gardeners
Transitioned all garden registration and payments online Significant Issues or Challenges Encountered:

New staff throughout the Department
Upcoming Priorities for the Next Quarter
Continue to migrate all PRCS Rentals to the online platform (field rentals, special events, etc.)
Finalize department wide cancellation and refund policies III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS
Program: Parks, Recreation & Community
Services Administration
City of Carpinteria FY 2024/25 1st Quarter Update

1. Goal: Streamline administration and maintain adherence to all relevant policies and standards. Provide exceptional services, foster a culture of accountability, and support sustainable growth within the organization.

Status
Current Progress: On Track
Actions Taken This Quarter:
the online platform for recreation management.

Training materials have been created for new staff regarding departmental policies and procedures.

Weekly department management meetings occur on an ongoing basis and have proven to be extremely beneficial for the team.

Challenges: None
Next Steps:

Meet with Risk Management to review policies and procedures that need to be included in the staff handbook.

Plan the first all-staff department meeting.

Continue to draft employee handbook and collect relevant and necessary materials.

2. Goal: Revise the mission statement for the Parks, Recreation, & Community Services Department.

Status
Current Progress: Not Started (planned to begin in Q2)
Actions Taken This Quarter: None
Challenges: None
Next Steps:

Solicit ideas from staff for a mission statement
Begin drafting a mission statement

3. Goal: Implement meeting & training schedule.

Status
Current Progress: On Track
Actions Taken This Quarter:

Challenges: None
City of Carpinteria FY 2024/25 1st Quarter Update
Next Steps:

Schedule a department wide all staff meeting
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1: Enhance Public Outreach, Education and Transparency.

GOALS AND STATUS

1. Goal: Modernize Operations and Improve Customer Experience. Enhance Customer Engagement and Satisfaction through Modern Communication channels.

Status
Current Progress: Completed
Actions Taken This Quarter:

Reservations for BBQ/Picnic rentals and Veterans Hall Rentals have been moved to the online platform RecDesk.

Challenges:

Past policies and procedures were too complicated and cumbersome for RecDesk and needed to be revised which added time to the project.

Next Steps:

Continue to monitor reservations, seek feedback on the process from users and make improvements and changes as needed.

Expand reservation options in the portal which will include aquatics programming, special events and field rentals.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #4: Strengthen Community Institution and Collaboration.

GOALS AND STATUS

1. Goal: Enhance the quality of life for seniors in Carpinteria by creating inclusive socialization and relationship-building opportunities that foster a strong sense of community and belonging, while simultaneously promoting holistic health through physical, mental, and emotional wellness initiatives.

Status
Current Progress: On Track
City of Carpinteria FY 2024/25 1st Quarter Update
Actions Taken This Quarter:

Presented to Morning Rotary and Noon Rotary
Hosted 3 male programming focus group meetings
Hosted Veterans Commission quarterly meeting
Started Veterans weekly meet up
Hosted an outdoor storytelling event on September 24, 2024 Met with Family Services Agency to begin a Spanish PEARL program (Program to Encourage Active, Rewarding Lives)
Held first support group with Hospice Compassionate Care Hosted Hopenet for presentation and discussion
Challenges:

Behavioral issues by some of the attendees. Staff implemented and environment.

Next Steps:

Continue developing engaging programming and foster diverse engagement with our community.

Continue to pursue funding opportunities
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Enhance Public Outreach, Education and Transparency.

GOALS AND STATUS

2. Goal: Create a vibrant, inclusive community garden that fosters food security, promotes healthy living, and cultivates a strong sense of place for all community members.

Status
Current Progress: On Track
Actions Taken This Quarter:

Started monthly garden e-newsletter
Connected with gardeners
Challenges: None
Next Steps:

City of Carpinteria FY 2024/25 1st Quarter Update
Begin work on establishing a volunteer recognition program for garden volunteers. Collaborate with gardeners to establish workshops and educational sessions.

IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Participated in July 4th parade
Participated in National Night Out
AgeWell presented to Morning and Noon Rotary
Community Garden hosted several school visits
Feedback Received: None
Response to Feedback: None
VI. Conclusion
Summary of Overall Progress
The first quarter of FY 2024/25 has been marked by significant achievements and growth for AgeWell. AgeWell will continue to seek funding opportunities, expand partnerships, and develop innovative programs that meet the diverse needs of the community.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 501 - Parks & Recreation Administration
Revenue
45 - Charges for Services 96,700 $ 96,700 $ 20,486 $ 21% 48 - Miscellaneous Revenue 45,600 45,600 - 0%
Revenue Total: 142,300 $ 142,300 $ 20,486 $ 14%
Expenditure
51 - Personnel Services 588,200 $ 588,200 $ 125,894 $ 21% 52 - Professional Services 33,000 33,000 250 1%
53 - Contract Services 47,700 47,700 7,233 15%
54 - Utilities 23,800 23,800 3,269 14%
55 - Other Operating Expenses 112,900 112,900 3,031 3%
57 - Capital Outlay 15,000 15,000 - 0%
Expenditure Total: 820,600 $ 820,600 $ 139,677 $ 17%
City of Carpinteria FY 2024/25 1st Quarter Update
The Carpinteria Community Garden remains a thriving hub for gardening enthusiasts, fostering a sense of community and promoting sustainable practices. With a growing membership base and a commitment to providing a positive and welcoming environment, the garden is excited to continue supporting the gardeners and contributing to the vibrant fabric of Carpinteria.

Acknowledgment of Contributions from Departments, Staff, and Community Members
The Public Works staff for their dedicated care and maintenance of the parks, community garden, and Veterans Memorial Building.

Ryan Benson, for his key role in transitioning BBQ/Picnic and Veterans Memorial Building rentals to the online platform, RecDesk.

The Carpinteria Community Library for its exceptional partnership and commitment to serving the senior community. The collaborative efforts between AgeWell and the Library have been instrumental in delivering enriching programs and resources.

The AgeWell Team, including Jena Jenkins and Amy Stanfield, along with the dedicated volunteers, instructors, and guest lecturers, whose passion and expertise have made a profound impact on the senior community. collaboration and valuable support.

Joe Gottwald, for his outstanding contributions to the Carpinteria Community Garden.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Parks, Recreation, and Community Services
Funding Source(s): Measure X and Recreation Funds
________________________________________________________________________ I. Executive Summary
Carpinteria Community Pool had a safe and busy summer, holding swim lessons, hosting outside groups and providing recreational and lap swim time for the community.

II. Key Highlights
Major Milestones Achieved:

Over 300 youth participated in summer swim lessons
1375 Adult Lap Swim entries
496 Aqua Aerobics entries
308 Masters Swim entries
204 Youth Recreational swim entries
Hosted multiple groups including Boys & Girls Club and Fun In the Sun Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter
Draft comprehensive Policies & Procedures staff handbook Create public facing annual calendar
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1: Enhance Public Outreach, Education and Transparency.

GOALS AND STATUS

1. Goal: Establish and maintain a comprehensive program planning and communication framework.

Status
Current Progress: On Track
Actions Taken This Quarter:

The creation of an annual program calendar for Community Pool activities and programs has begun. Working on inputting all key program dates, closures due to outside pool use and holidays as well as planning out Spring and Summer 2025 dates.

Program: Community Pool Services
City of Carpinteria FY 2024/25 1st Quarter Update
The PRCS Department has purchased a subscription to an online survey platform for future survey distribution and feedback collection.

Challenges: None
Next Steps:

Finalize the annual calendar and ensure it is visually appealing and optimized for public viewing and online posting.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Develop and implement a comprehensive staff development and operations program.

Status
Current Progress: On Track
Actions Taken This Quarter:

Work has begun on the creation of a Staff Policy and Procedures Handbook. Past policies and procedures have been inputted and updated and staff are working on formalizing and memorializing policies and procedures that are best practice but have not been documented in the past.

Challenges: None
Next Steps:

Continue working on Staff Policy & Procedures Handbook with the target completion of the end of Q2.

City of Carpinteria FY 2024/25 1st Quarter Update
IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None

V. Community Engagement and Outreach
Engagement Activities:

Staff have met with staff from CUSD to discuss and plan out 2024-2025 school use of the Community Pool.

Participated in the National Night Out
Participated in Girls Inc. Career Day
Feedback Received: None
Response to Feedback: None
VI. Conclusion
Summary of Overall Progress
Overall, it was a successful and safe summer at the Community Pool. Staff are making good progress on their workplan goals while still operating the community pool with year-round programming.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 521 - Community Pool Services
Revenue
42 - Licenses & Permits 300 $ 300 $ 90 $ 30%
43 - Intergovernmental 3,000 3,000 - 0%
45 - Charges for Services 299,000 299,000 70,677 24%
48 - Miscellaneous Revenue 44,000 44,000 - 0%
Revenue Total: 346,300 $ 346,300 $ 70,767 $ 20%
Expenditure
51 - Personnel Services 419,200 $ 419,200 $ 115,693 $ 28% 52 - Professional Services 2,500 2,500 300 12%
53 - Contract Services 40,000 40,000 - 0%
54 - Utilities 136,950 136,950 14,176 10%
55 - Other Operating Expenses 29,000 29,000 2,256 8%
Expenditure Total: 627,650 $ 627,650 $ 132,425 $ 21%
City of Carpinteria FY 2024/25 1st Quarter Update
The Community Pool staff would like to thank the Public Works team, especially Manny Gonzalez for their hard work and dedication to keep the pool in great shape.

PRCS Department would like to thank Kalyn and John, Aquatics Coordinators, for their hard work and continued leadership.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Parks, Recreation, and Community Services
Funding Source(s): General, Measure X, and Tideland Trust Funds ________________________________________________________________________ I. Executive Summary
Ocean beach services had a busy summer season including the end of the 7-week Junior Lifeguard program. Staffing provided to be an ongoing challenge at the beach, the team is already working on ways to improve recruitment techniques for the next season.

II. Key Highlights
Major Milestones Achieved:
201 Junior Lifeguard participants
14 Water Rescues
59 First Aid incidents
7 Lost Person incidents
317 Safety Contacts
28 Sting Ray stings
3 Major Incidents (911 called)
Significant Issues or Challenges Encountered:

Limited Ocean Beach Lifeguard staff
Upcoming Priorities for the Next Quarter
Planning and scheduling for next season
Create recruitment and training plan for next season
Clean, inventory and restock all equipment and supplies III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #3: Take Steps to Address the Fiscal Sustainability of the City.

GOALS AND STATUS

1. Goal: Streamline and Improve Customer Service for Boathouse Operations.

Status
Current Progress: Completed
Actions Taken This Quarter:

Point of Sale (POS) system launched
All operations were out of the Boathouse on Ash Ave.

Program: Ocean Beach Services
City of Carpinteria FY 2024/25 1st Quarter Update
Challenges: None
Next Steps: None
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Carpinteria Municipal Code (CMC) 2.20.080 establishing Ocean Beach Services.

GOALS AND STATUS

1. Goal: Develop and implement a comprehensive staff development and operations program for the City of Carpinteria Beach Lifeguard Program.

Status
Current Progress: On Track
Actions Taken This Quarter:

Work has begun on the creation of a Staff Policy and Procedures Handbook.

Past policies and procedures have been inputted and updated.

Working on formalizing and memorializing policies and procedures that are best practice but have not been documented in the past.

Challenges: None
Next Steps:

Continue working on Staff Policy & Procedures Handbook with the target completion of the end of February 2025.

AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

Carpinteria Municipal Code (CMC) 2.20.080 - Establishing Ocean Beach Services

GOALS AND STATUS

1. Goal: Ensure the continuation and success of the Junior Lifeguard program.

Status
Current Progress: On Track
Actions Taken This Quarter:

Enrollment of 201participants
End of program survey distributed to participant parents Staff debrief session and brain storming for next season completed City of Carpinteria FY 2024/25 1st Quarter Update
Challenges: None
Next Steps:

Revise participant survey for Summer 2025 to allow for data collection vs. open ended questions which cannot be quantified.

Planning for next season.

Inventory and purchasing of equipment and supplies.

IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Participated in July 4th Parade
Weekly Junior Lifeguard highlight in the Coastal View News Feedback Received: None
Response to Feedback: None
VI. Conclusion
Summary of Overall Progress
Ocean Beach services had a busy summer season and staff continue to plan for next season.

Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 531 - Ocean Beach Services
Revenue
43 - Intergovernmental 8,750 $ 8,750 $ - $ 0%
45 - Charges for Services 496,900 496,900 48,816 10%
46 - Interest 5,000 5,000 2,456 49%
48 - Miscellaneous Revenue - - 8,376 0%
Revenue Total: 510,650 $ 510,650 $ 59,649 $ 12%
Expenditure
51 - Personnel Services 311,350 $ 311,350 $ 93,362 $ 30% 53 - Contract Services 40,000 40,000 3,425 9%
54 - Utilities 7,750 7,750 1,334 17%
55 - Other Operating Expenses 48,000 48,000 6,434 13%
Expenditure Total: 407,100 $ 407,100 $ 104,556 $ 26%
City of Carpinteria FY 2024/25 1st Quarter Update
Acknowledgment of Contributions from Departments, Staff, and Community Members
Lexi Persoon, for her outstanding leadership in planning and running the Junior Lifeguard program.

Jason Rodriguez, for his organization of the Junior Lifeguard Bike Rack Fundraiser, as well as gratitude to all those who generously contributed. fundraiser.

The community volunteers who provided essential assistance during the Carpinteria Competition (Carp Comp) event.

The Beach Lifeguard and Junior Lifeguard staff for their dedication and hard work throughout another successful summer season.

City of Carpinteria FY 2024/25 1st Quarter Update
Department: Parks, Recreation, and Community Services
Funding Source(s): Measure X Fund
________________________________________________________________________ I. Executive Summary
Carpinteria Community Library had a busy summer with the 10-week Summer Reading -
schedule.

II. Key Highlights
Major Milestones Achieved:
2,639 Program participants
2 Citizenship Class series
Friends of the Library received $50,000 gift for Literacy Significant Issues or Challenges Encountered:

None
Upcoming Priorities for the Next Quarter:

Create job description for .25FTE Literacy Coordinator
Begin patio refresh project with Public Works
Create digital newsletter
III. 1st Quarter: Status Update
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal # 1: Enhance public outreach, education, and transparency.

GOALS AND STATUS

1. Goal: Enhance community engagement and literacy to reach a wider audience, promote lifelong learning, and foster a sense of community through shared literary experiences.

Status
Current Progress: Delayed
Actions Taken This Quarter: None
Challenges:

Team bandwidth limitations With summer over, the team will be prioritizing this goal in Q2.

Program: Library Services
City of Carpinteria FY 2024/25 1st Quarter Update
Next Steps:

Collaborate with Human Resources to establish job description for literacy coordinator and connected with California State Library Literacy Coordinator to gain valuable information on setting up a program.

Hire and train Literacy Coordinator
Schedule new tutor trainings
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #5: Invest in a High-Performance Team at City Hall.

GOALS AND STATUS

1. Goal: Prioritize staff training and development initiatives to ensure a skilled and motivated workforce capable of delivering high-quality services and programs.

Status
Current Progress: On Track
Actions Taken This Quarter:

City Librarian attended Association of Rural and Small Libraries Conference
Held Q1 Library staff training
Challenges: None
Next Steps:

Participate in FEMA & County of SB EOC training
Participate in City provided staff training
Full time staff will attend the California Library Association conference in October
AUTHORITY (City Council Goal / Policy Consistency / Mandate / Best practice):

City Council Primary Goal #1: Enhance Public Outreach, Education, and Transparency.

GOALS AND STATUS

1. Goal: Boost Library Utilization and Program Participation.

Status
Current Progress: On Track
Actions Taken This Quarter:

Hosted Library Card month with a proclamation
City of Carpinteria FY 2024/25 1st Quarter Update
Researched books for a community reads program
Participated in outreach programs
Added more than half of projected new library accounts
Increased circulation overall by 7.6%
Challenges:

Coordinating with CUSD for Library staff participate in teacher training Next Steps:

Create paper calendar
Mock up a digital newsletter
Collection ordering
Determine a title for One Community, One Book read for February and March
IV. Financial Summary
Budget Overview
Major Expenditures: None
Variance: None
Major Financial Changes or Concerns
None
V. Community Engagement and Outreach
Engagement Activities:

Monthly book review in the Coastal View News
Added a new quarterly column
Participated in HopeNet Mental Health Fair
Participated in Girls Inc Extern Program and Completion Event Original Current Fiscal Percentage
Budget Budget Activity Used
Program: 550 - City Library
Revenue
43 - Intergovernmental 161,500 $ 161,500 $ - $ 0%
45 - Charges for Services 3,000 3,000 829 28%
48 - Miscellaneous Revenue 106,500 106,500 12,500 12%
Revenue Total: 271,000 $ 271,000 $ 13,329 $ 5%
Expenditure
51 - Personnel Services 456,250 $ 456,250 $ 90,532 $ 20% 52 - Professional Services 96,200 96,200 20,384 21%
53 - Contarct Services 4,500 4,500 2,325
55 - Other Operating Expenses 138,500 138,500 15,442 11% 57 - Capital Outlay 25,000 25,000 - 0%
Expenditure Total: 720,450 $ 720,450 $ 128,683 $ 18%
City of Carpinteria FY 2024/25 1st Quarter Update
National Night Out with SB County Sheriff Department
Holds monthly Library Advisory Commission Meetings
Participates in bi-monthly Black Gold meetings
Participates in monthly Friends of the Library meetings Feedback Received:

Citizenship class and success and computer classes highlighted in the Response to Feedback: None
VI. Conclusion
Summary of Overall Progress
The Library is on track to meet expectations and continues to increase card holders and program participants.

The Library is averaging 250 people in the library each day and is currently at the limit of what staff can accomplish and manage.

Acknowledgment of Contributions from Departments, Staff, and Community Members
Partners in Education were remarkable partners in Q1, providing an excellent computer class series for 40 adult students.

The Library appreciates all its volunteers who work with the literacy students and the who help us keep the library organized, a special thanks to Tony Seagal and Deborah Dentler for supporting the citizenship class and providing extra support to those about to interview for naturalization.

Brenda Robinson has been extremely helpful to the Library in keeping all accounts organized and budget up to date.