bonus applicant’s guide. Discussion followed, and Commissioner Allen noted that bonus density law does not include things in our ordinance that we would like to keep. Chair La Fevers expressed concern that the items in a non-ordinance document wouldn’t be as strong.
Ms. Musolf explained they could research potentially incorporating them; however, new regulations could not be added via the bonus density guide and would have to be included in this ordinance or state law.
Chair La Fevers asked for clarification about the last sentence under application requirements regarding the terms “reasonable documentation” and “submittal of a pro forma,” where an applicant is not required to prove a requested incentive would result in a cost reduction (Section 14.77.040).
He said it should be removed or re-worded.
City Attorney Cody Sargeant explained it moves the burden of proof on the city, and it was to keep us from pushing the line. He agreed it could be stricken and said it was there for consistency with state bonus law. He said decisionmakers could be advised of the appellate court decision should the topic come up.
Both Chair La Fevers and Commissioner Allen suggested the language be stricken.
Chair La Fevers asked if we have an opportunity with this ordinance to include a longer term on deed restrictions. Bobroff explained flexibility was built in by allowing the length to be set by a resolution, so that it could be adjusted over time. La Fevers encouraged considering a resolution that once affordable units are built that we hang onto them. Commissioners Allen and Moyer expressed support for a resolution, as well.
The inclusion of visual resources on the list was brought up again.
Commissioner Allen suggested the ordinance refer to the City’s current visual resource policies in the Local Coastal Plan (LCP), despite some being objective and some being subjective. La Fevers agreed.
Community Development Director Nick Bobroff reiterated his understanding of the Commission’s direction: 1) There is unanimous agreement to address visual resources as a coastal resource policy, using a broad reference to all our visual resource Local Coastal Program (LCP) policies, 2) review the existing key provisions for affordable housing covenants and make sure they are included in this ordinance, 3) remove the last sentence of 14.77.040 regarding providing reasonable documentation for the waiver request, and 4) encourage the City Council to consider a longer affordability term than 55 years by resolution. Bobroff explained the MINUTES, PLANNING COMMISSION June 3, 2024
Regular Meeting
revisions would need to go before the Coastal Commission for approval and might possibly be brought back to the Commission before heading to the City Council for final approval.
Commissioner Benefield thanked staff for completing a difficult task. She said although more housing is needed, the new laws are not popular among the people here and their input is negated.
City Attorney Mack Carlson spoke about the impetus for the Local Coastal Plan (LCP) consistency findings list. He said it was to make clarifications for applicants at the outset. It is not meant to constrain the Planning Commission’s authority and is to shift the burden to the applicant to show they aren’t going to adversely impact coastal resources. He suggested we hone in on objective criteria for defining when a visual impact constitutes an adverse impact.
Commissioner Allen said he understands the logic but is reluctant not to include visual resources on the list at this stage. He said we need to review all the policies but should begin by including them and receiving Coastal Commission feedback. Chair La Fevers expressed concern that by being more specific we run the risk of leaving something out.
Mr. Carlson explained that the goal of the ordinance is to maximize flexibility, and just because something is not on the list, it does not mean it cannot be considered during future projects.
MOTION
Commissioner Allen moved to recommend that the City Council adopt the proposed ordinance, repealing and replacing Chapter 14.77 of the Carpinteria Municipal Code to implement revised density bonus regulations in response to state law changes; and recommend that the City Council determine that the proposed ordinance is exempt from review under CEQA pursuant to CEQA guidelines §15625 and §15061(b)(3); with an amendment to add visual resources to the list of local coastal resources, deletion of the last sentence in 14.77.040-Application Requirements, and a review of elements of the existing ordinance that may have been left out (parking, local preference policy, affordability terms). Moyer seconded the motion. Motion passed 4-0 by the following roll call vote: Moyer voted yes, Benefield voted yes, Allen voted yes, and La Fevers voted yes.
Commissioner Allen recommended that the City Council and staff look at the city’s base density with gross acreage as opposed to acreage limited by physical or objective environmental constraints. He emphasized it is urgent depending on what projects we see.
MINUTES, PLANNING COMMISSION June 3, 2024
Regular Meeting
OTHER BUSINESS - None OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS
Commissioner Allen requested that the updated draft Density Bonus Ordinance be provided to the planning commissioners.
Commissioner Benefield inquired about new laws related to taxing empty second homes. City Attorney Mack Carlson said most of these vacancy tax measures have been popping up in the Bay Area and apply to both commercial and residential vacancies. He said it’s a new tool and he is trying to gather information before taking an initiative like it to the voters.
MATTERS
PRESENTED
DIRECTOR’S REPORT
5) Architectural Review Board Meeting Minutes of February 29, 2024, March 14, 2024, and April 11, 2024
6) City calendar for the month of June, 2024
7) Planning Activity Report as of May 30, 2024
8) Building Permit Report as of May 30, 2024
Community Development Director Nick Bobroff reviewed the materials.
DIRECTOR'S REPORT
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, July 1, 2024 – Allen said he would be absent for the June 18th joint meeting and July planning commission meeting. La Fevers said he was not sure if he would be able to attend the July meeting. Moyer and Benefield said they could attend the July meeting.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Chair La Fevers adjourned the meeting at 7:33p.m. ___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
June 3, 2024
Regular Meeting
5:30 P.M.
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
July 1, 2024
Regular Meeting
5:30 P.M.
CALL TO ORDER and ROLL CALL
The meeting was called to order at 5:35 p.m. by Chair La Fevers.
Commissioners Present:
Glenn La Fevers, Chair
David Allen, Vice-Chair (by teleconference)
Jane L. Benefield
John Moyer
Katherine Salant
Others Present:
Nick Bobroff, Community Development Director
Brian Banks, Principal Planner
CALL TO ORDER &
ROLL CALL
PLEDGE OF ALLEGIANCE - Chair La Fevers led the flag salute. PLEDGE INTRODUCTIONS, PRESENTATIONS, ANNOUNCEMENTS - None ANNOUNCEMENTS
PUBLIC COMMENT
Patrick O’Connor, speaking as a citizen, said during the second ARB review of the Lagunitas project, it became evident conversations had taken place with the developer prior to the reviews. He said the chairman of both boards should be a part of strategic discussions, and he questioned whether ex-parte disclosures should apply to conversations with staff. He asked for more transparency and involvement.
PUBLIC COMMENT
CONSENT CALENDAR
1) Minutes of the regular Planning Commission meeting held June 3, 2024
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Benefield, the Planning Commission voted 4-0-1 by a roll call vote to approve the minutes of the regular Planning Commission meeting held June 3, 2024 with edits. Moyer voted yes, Benefield voted yes, La Fevers voted yes, Allen voted yes, and Salant abstained. The following edits were made:
Commissioner Allen requested changes to comments attributed to him on
said there should be the ability to refer to objective standards to lower base density where conditions make it infeasible or environmentally inappropriate to develop all of the parcel.”
CONSENT CALENDAR
MINUTES, PLANNING COMMISSION July 1, 2024
Regular Meeting
Allen also asked that the last sentence in the same paragraph use the word “reactive” rather than “reactionary” and read as follows: “He noted we have always been reactive in political matters.”
Commissioner Benefield asked to remove the following sentence on page 4: “She said she is befuddled.”
NEW PUBLIC HEARING
2) Runnfeldt Automobile Storage Project
Planner: Brian Banks
Project # 23-2251-CUP/CDP
Address: 1025 Cindy Lane
Applicant: Ray Ames, Foothill Design Group
Hearing on the request of Ray Ames, Foothill Design Group, to consider Project 23-2251-CUP/CDP (application filed September 8, 2023) for a Conditional Use Permit and Coastal Development Permit to allow personal storage of up to nineteen collectable automobiles within an existing approximately 7,550 square foot tenant space in a multitenant industrial/research commercial building; and to accept a categorical exemption pursuant to §15301 of the California Environmental Quality Act (CEQA) Guidelines. The application involves APN 001-190-056, addressed as 1025 Cindy Lane.
DISCLOSURE OF EX-PARTE COMMUNICATIONS - None
Principal Planner Brian Banks presented the staff report and action options.
Commissioner Salant asked if there are ventilation requirements for the vehicles.
Principal Planner Brian Banks explained there are mechanical ventilation systems in place for a storage facility that are not specific to vehicle use.
He said based on the opinion of staff and the fire marshal that it did not seem new requirements were necessary. He noted vehicles will be stored and not serviced or moved around at that location.
Regarding concerns about servicing or fueling cars onsite, Community Development Director Nick Bobroff clarified there is a recommended condition that would prohibit such activities and close the loop on workarounds.
NEW PUBLIC
HEARING
MINUTES, PLANNING COMMISSION July 1, 2024
Regular Meeting
With respect to whether there should be additional security requirements, Banks explained none were suggested or proposed, and Bobroff said the city is not in a position to require them.
PUBLIC HEARING OPENED
Ray Ames, agent for the applicant, described the operation as simple and straightforward. He explained there will be an employee who will oversee the vehicles and rotate operating them, with maintenance and fueling taking place offsite.
PUBLIC HEARING CLOSED
The commissioners expressed unanimous support for the project.
Commissioner Moyer said he could make the findings and would be willing to approve it. Commissioner Benefield expressed support with a warning that we should avoid using up our m-zone on frivolous things.
Commissioner Salant agreed with Benefield and said this shows that in uncertain times we must be creative. Commissioner Allen said he was willing to support a motion to approve, noting the project doesn’t impose detrimental effects on the city.
Chair La Fevers said it is an appropriate use for the area and expressed support. He called for a motion.
MOTION
Commissioner Benefield moved to approve the Conditional Use Permit (CUP) and Coastal Development Permit (CDP) to allow storage of 19 collectable automobiles in the location indicated, with the conditions in the staff report. Commissioner Moyer seconded the motion. Motion passed unanimously by the following roll call vote: Salant voted yes, Benefield voted yes, Moyer voted yes, Allen voted yes, and La Fevers voted yes.
OTHER BUSINESS
Community Development Director Nick Bobroff reminded all that a joint City Council, Planning Commission and Architectural Review Board training meeting is being scheduled for late July.
OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS
Commissioner Benefield noted there is a 6-month review for the dog park pilot program coming up. Community Development Director Nick Bobroff said the review will take place in November.
MATTERS
PRESENTED
MINUTES, PLANNING COMMISSION July 1, 2024
Regular Meeting
DIRECTOR’S REPORT
3) Architectural Review Board Meeting Minutes of May 16, 2024 4) City calendar for the month of July 2024
5) Planning Activity Report as of June 27, 2024
6) Building Permit Report as of June 27, 2024
Community Development Director Nick Bobroff reviewed the materials.
DIRECTOR'S REPORT
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, August 5, 2024 – Commissioner Allen said he would be attending the meeting virtually. All other commissioners said they would be in attendance.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Chair La Fevers adjourned the meeting at 6:27 p.m. ___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
July 1, 2024
Regular Meeting
5:30 P.M.
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
August 5, 2024
Regular Meeting
5:30 P.M.
CALL TO ORDER and ROLL CALL
The meeting was called to order at 5:30 p.m. by Acting Chair Benefield.
Commissioners Present:
Glenn La Fevers, Chair (arrived at 5:54 p.m.)
David Allen, Vice-Chair (via teleconference)
Jane L. Benefield
John Moyer
Katherine Salant
Others Present:
Nick Bobroff, Community Development Director
Syndi Souter, Senior Planner
CALL TO ORDER &
ROLL CALL
PLEDGE OF ALLEGIANCE – Acting Chair Benefield led the flag salute.
PLEDGE
INTRODUCTIONS, PRESENTATIONS, ANNOUNCEMENTS
Community Development Director Nick Bobroff introduced new City Manager Michael Ramirez. Mr. Ramirez proceeded to speak about his 100- day plan for the city and his leadership philosophies. He asked the commissioners to share information on their backgrounds so that he could better understand their viewpoints.
ANNOUNCEMENTS
PUBLIC COMMENT - None PUBLIC COMMENT
CONSENT CALENDAR - None CONSENT CALENDAR
NEW PUBLIC HEARING
1) Mayer Residence Remodel & Additions
Planner: Syndi Souter
Project # 22-2183-CUP/CDP/ARB
Address: 5557 Calle Arena
Applicant: Ted Meeder, architect, for Tyler and Jessica Mayer Hearing at the request of Ted Meeder, architect, for Tyler and Jessica Mayer, to consider Project 22-2183-CUP/CDP/ARB (application filed December 14, 2022) for approval of a Conditional Use Permit and Coastal Development Permit to partially demolish an existing legal-nonconforming 2,233 square-foot one-story single-family residence and construct a new 3,041 square-foot two-story single-family residence under the provisions of Carpinteria Municipal Code (CMC) §14.12 - Single-Family Residential
NEW PUBLIC
HEARING
MINUTES, PLANNING COMMISSION August 5, 2024
Regular Meeting
District, §14.62 - Conditional Use Permit, and §14.82 - Nonconforming Uses; and to approve an Exemption pursuant to §15301, §15302, and §15332 of the California Environmental Quality Act (CEQA) Guidelines.
The application involves APN 003-382-011, addressed as 5557 Calle Arena.
DISCLOSURE OF EX-PARTE COMMUNICATIONS – None
Senior Planner Syndi Souter presented the staff report and presented action options. She provided additional details in response to commissioners’ questions.
Note: Chair La Fevers began acting as chair at 6:05 p.m.
Commissioner Allen asked why the structure was 2-feet taller than nearby recent two-story homes. Souter explained the house sits on a raised foundation which puts the finished floor about two feet above grade, which is an existing condition.
Commissioner Salant expressed concern about setting a precedent for roof height creep and said if other options were considered that it could be lowered. She pointed out that a lighter roof color would be better for energy conservation purposes. She asked what kind of fireplace is in the living room and brought to attention the chimney implies a wood-burning one.
Senior Planner Syndi Souter explained the roof height is 1.5 foot taller than that of the proposed house next door. ARB felt it was acceptable because the second story is nestled over the center of the house. About the roof, she agreed darker colors get warmer and said the architect could answer why the color was chosen. Regarding the fireplace, she said all new ones are required to be electric or gas, and she would let the architect explain.
Community Development Director Nick Bobroff assured Salant that energy conservation would be examined during the building permit plan check, with the type of fireplace captured in the process.
PUBLIC HEARING OPENED
Architect Ted Meeder described the applicant as a long-term Carpinterian whose family outgrew its house in an ideal location. He addressed Salant’s concerns, including the possibility of lowering the height, using a lighter roof color to save energy, and the type of fireplace. The following are highlights: He said they are working with a floor level that is already elevated, and to achieve a lower height the whole house would have to be demolished. They initially came in at the height level of 25 feet, but after MINUTES, PLANNING COMMISSION August 5, 2024
Regular Meeting
ARB discussions they found a way to reduce it by 1.4 feet and can barely fit doors in at this height. A one-story solution was impossible for a family of six. Regarding changing the roof color, he said they can consider her comments; however, colors appear lighter than samples present, and nobody wants a white roof. He believes the project will be one of the most energy efficient houses in Carpinteria regardless of the roof color. He said they feel this project is a model for how to put a second story on a house in a sensitive area, with the second story only 18 feet wide. Regarding the possibility of reducing the ceiling height, he explained lowering it would have been oppressive due to its length, and it took many discussions with the ARB to arrive at the current height. As for the fireplace, he explained a small number of wood-burning fireplaces remain on an EPA-approved list and are still allowed but, if not, it’ll be stopped during plan check.
Susan Mailheau, who lives on Calle Arena, said they don’t want a second story in this neighborhood. She expressed that the house is not consistent with the small beach town character. She spoke about how when she moved here from Seattle, they were conscious of downsizing, while new neighbors don’t seem to care. She said she doesn’t care for the steeple effect, and there’s another house just like this without it. She said the project does not fit into the neighborhood because it’s too big.
Sue Skendarian, 5583 Calle Arena, said a precedent had been set with the Hawkins house, which is very large for the street. She spoke about an informal understanding that was lost after the Hawkins house, where splitlevels were on the ocean side, two-stories were allowed on the other side, and the idea was to share the views. She said the house would fit in better if the ceiling was dropped.
Lorie Stout, via e-mail, said the plans show the house’s height to be taller than existing homes in the neighborhood.
Meeder then fielded questions about the roof height. In response to a question from Commissioner Benefield about the amount of time spent researching a flat roof, architect Ted Meeder answered zero. He agreed the height could have been lowered 2.5 feet if a flat roof had been used but said his clients were not interested in the modern look.
Commissioner Salant suggested the living room area could be stepped down, and Meeder responded that his client has a parent who is disabled, and the front entryway and garage have no steps. Salant insisted every avenue regarding roof height was not explored. Meeder said they pulled out
1.5 feet from the height in response to ARB suggestions, and they don’t feel the house is towering due to the distance of the setback of the second floor from the street.
MINUTES, PLANNING COMMISSION August 5, 2024
Regular Meeting
PUBLIC HEARING CLOSED
BREAK – Chair La Fevers called for a 2-minute recess.
Commissioner Allen said the issue is two-story homes in what was historically a single-story neighborhood. He said the horse got out of the barn years ago and the question now is where to draw the line. He explained this design doesn’t present the problems other two-story homes in the neighborhood have, it wouldn’t look right if lowered, and its second story does not meaningfully impede public views. The applicant is faced with a design problem in that they can’t destroy the whole foundation to reduce the whole height. He added that the wedding cake design minimizes the massing and bulk from the street and from behind. He advised thinking about enhancing design guidelines to minimize the creep of two-story structures, similar to the stringline standards developed for the Beach Neighborhood, with the use of means and averages for height and setbacks.
He said he finds it hard to draw the line with this structure, and he expressed support for the project.
Commissioner Benefield agreed with Allen and said she doesn’t think it blocks the ocean view. She said it’s not what the community is used to, but the hindrance is that there’s already a house there, and the grade is already set. She thinks the project is fine, and the CUP should be approved because it meets the findings.
Commissioner Moyer expressed support. He said if the roof was flat, this room would be full of people complaining, as they did with another project with a flat roof on Eighth Street. He said we are looking at revitalizing a valuable home, one in need of an upgrade. He noted the importance of upgrading, with water saved and all appliances energy efficient. He said he doesn’t think the roof is obtrusive or obstructs a lot of view. Setbacks aren’t an issue here, and ARB did an adequate job to get the applicant to do as much as they could legally and economically. He listed the various consistencies in the findings.
Commissioner Salant said she can support everything in the project but expressed concern about the overall height and precedent it sets. She said every avenue to lower the height had not been explored; therefore, she is voting no.
Chair La Fevers said they had embraced the concept of stepping back with the reduced massing of the second story. He noted we often focus on peak height. We struggle with bulk, scale, and massing, and in this case it’s nicely done. He said Allen’s comments are well stated about how it affects MINUTES, PLANNING COMMISSION August 5, 2024
Regular Meeting
mass and views in the neighborhood. He described the project as very attractive and said it fits in with the neighborhood. He described the nonconforming setbacks as minimal and legacies of the original construction.
He entertained a motion.
MOTION
Commissioner Moyer moved and Commissioner Benefield seconded to adopt Resolution No. PC-24-005 thereby approving Project 22-2183- CUP/CDP/ARB to allow the partial demolition of an existing nonconforming 2,233 square-foot single-family one-story residence and construction of a new 3,041 square-foot single-family two-story residence at 5557 Calle Arena and to accept a Categorical Exemption pursuant to §15301, §15302 and §15332 of the California Environmental Quality Act (CEQA). Motion passed 4-1 by the following roll call vote: Moyer voted yes, Benefield voted yes, Salant voted no, Allen voted yes, and La Fevers voted yes.
OTHER BUSINESS - None OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS
Commissioner Salant asked for a status update on the Housing Element and what is needed to get in compliance.
Community Development Director Nick Bobroff said the Housing Element has not yet been certified because we haven’t completed the necessary rezones to meet our RHNA numbers. The RHNA is 901 units, and we are about 250 units short on available capacity and will need to rezone additional land to accommodate it. He said they are studying sites and developing several options. They are looking at 10-12 sites that vary in size, and some are easier to rezone than others. He explained periodic updates are being provided to the City Council, and the state is aware of our efforts.
MATTERS
PRESENTED
DIRECTOR’S REPORT
2) Architectural Review Board Meeting Minutes of May 16, 2024 3) City calendar for the month of July 2024
4) Planning Activity Report as of June 27, 2024
5) Building Permit Report as of June 27, 2024
Community Development Director Nick Bobroff reviewed the materials.
He announced that the 700 Linden project is nearly done, with the ground floor almost entirely leased.
DIRECTOR'S REPORT
MINUTES, PLANNING COMMISSION August 5, 2024
Regular Meeting
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, September 3, 2024 – Commissioner Allen said he would attend the meeting virtually, and Commissioner Benefield said she might attend virtually. All other commissioners said they would be in attendance.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Chair La Fevers adjourned the meeting at 7:13 p.m. ___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
August 5, 2024
Regular Meeting
5:30 P.M.
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
September 3, 2024
Regular Meeting
5:30 P.M.
CALL TO ORDER and ROLL CALL
The meeting was called to order at 5:30 p.m. by Acting Chair Benefield.
Commissioners Present:
David Allen, Vice-Chair (via teleconference)
Jane L. Benefield, Acting Chair
John Moyer
Katherine Salant
Commissioners Absent:
Glenn La Fevers, Chair
Others Present:
Nick Bobroff, Community Development Director
Brian Banks, Principal Planner
CALL TO ORDER &
ROLL CALL
PLEDGE OF ALLEGIANCE – Acting Chair Benefield led the flag salute.
PLEDGE
INTRODUCTIONS, PRESENTATIONS, ANNOUNCEMENTS - None ANNOUNCEMENTS PUBLIC COMMENT - None PUBLIC COMMENT
CONSENT CALENDAR
1) Minutes of the regular Planning Commission meeting held July 1, 2024
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Salant, the Planning Commission voted 4-0 to approve the minutes of the regular Planning Commission meeting held July 1, 2024, as submitted.
2) Minutes of the regular Planning Commission meeting held August 5, 2024
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Salant, the Planning Commission voted 4-0 to approve the minutes of the regular Planning Commission meeting held August 5, 2024, as submitted.
CONSENT CALENDAR
MINUTES, PLANNING COMMISSION September 3, 2024
Regular Meeting
NEW PUBLIC HEARING
3) Ebeling-Van Der Kar Lot Split
Project: 23-2264-TPM/VAR/CDP
Address: 435 Concha Loma Drive
Applicant: Kaitlyn Earnest, SEPPS, for Carolyn Ebeling and Suan Van Der Kar
Planner: Brian Banks
Hearing on the request of Kaitlyn Earnest, SEPPS, to consider Project 23-2264-TPM/VAR/CDP (application filed November 30, 2023) for a Tentative Parcel Map (TPM 25,204) to subdivide the existing 19,912 square foot lot into two parcels of 11,236 square feet and 8,689 square feet in size, respectively, in the 6-R-1 Zone District and a Variance from the setback requirements, covered parking, and parking location requirements under the provisions of Carpinteria Municipal Code (CMC) §14.12 - Single-Family Residential District, §14.70 - Variances, and Chapter 16 - Subdivisions; and to approve an Exemption pursuant to §15303, §15315, and §15061 of the California Environmental Quality Act (CEQA) Guidelines. The application involves APN 003-370-011, addressed as 435 Concha Loma Drive.
DISCLOSURE OF EX-PARTE COMMUNICATIONS – Commissioner
Salant and Acting Chair Benefield disclosed they visited the site and toured the property with the owners. Commissioner Allen said he had no communications with the owners but is familiar with the property.
Principal Planner Brian Banks presented the staff report and presented action options. He responded to the commissioners’ questions.
Chair Benefield asked if something different had been built whether the variances would disappear, and Banks explained new construction would require re-applying for the variances and not be able to take advantage of the relief granted this evening.
Commissioner Salant shared that the lot is being split in the event heirs of the two owners (sisters) want to sell the property. She said her family had dealt with a parcel that was split and it resulted in issues years later. She questioned what would happen if a fence was put up or views compromised. She asked whether such issues can be addressed in the deed.
Principal Planner Brian Banks explained that construction of fences would require review through a permit process. He said property owners can also come up with their own private agreements with respect to fences and
NEW PUBLIC
HEARING
MINUTES, PLANNING COMMISSION September 3, 2024
Regular Meeting
views, but it’s not something the city would necessarily get involved in.
Commissioner Salant suggested that potential issues resulting from the lot split be incorporated into the deeds.
PUBLIC HEARING OPENED
Laurel Perez explained the property was inherited by two sisters and this lot split is about keeping it in the family for future generations. The following are highlights from a PowerPoint presentation Perez gave: She said although the parcel is more than twice the size of adjacent lots, it is in a unique situation where it is zoned 6-R-1 consistent with adjacent lots. The lots resulting from this split would still be larger than most of the lots on Calle Arena. She emphasized no new structures are proposed with this development, and any new development would have to comply with code requirements. She said the development footprint is compatible and consistent with surrounding lots in the neighborhood. Parking is also consistent with many other houses in the neighborhood that have single-car garages. The fire department visited the parcel and had no request for changes. She noted all additional structures are permitted, except for the shed that will be removed. She clarified there is a third permitted carport without a driveway on parcel 1 that serves as storage.
Susan Van der Kar, applicant and co-owner, spoke about how her parents owned the property for 50 years, and this lot split was explored as a solution for her and her sister to keep the property in the family.
James McElvain, 551 Calle Arena, expressed full support and said what has been laid out makes perfect sense. He said the triangular shape is unique, and this is a good solution to separate the residences. He added the homes “as is” contribute to the eclectic feel of the neighborhood. He shared that there have never been issues with parking or congestion in that area. We are formalizing what was divided already, he said.
PUBLIC HEARING CLOSED
Commissioner Moyer said he supports the project and agrees with the findings as written by staff. He wished them the best.
Commissioner Allen said the lot split makes sense for the owners, and it imposes no burden on the neighborhood to allow it. He added it conforms to all our subdivision laws and variances given the circumstances of the lot.
He expressed support and thanked Mr. Banks for a great presentation.
Commissioner Salant described the project as sensible. She urged the two MINUTES, PLANNING COMMISSION September 3, 2024
Regular Meeting
sisters when drawing up the legal deeds to contemplate all possibilities with their lawyer.
Acting Chair Benefield commented on how she has seen many families break up over property and money disputes, and getting their ducks in line is a good idea. She expressed support for the project.
MOTION
Commissioner Allen moved, and Commissioner Moyer seconded, to adopt Resolution PC-24-006, thereby approving Project 23-2264- TPM/VAR/CDP to grant a Tentative Parcel Map, Variance and Coastal Development Permit to allow a subdivision to create two lots each developed with a single family dwelling and accessory structures, grant Variances to allow deviation from the building setback, covered parking, and parking location requirements of the 6-R-1 zone district; adopt the Notice of Exemption for the project pursuant to the Guidelines for the Implementation of CEQA; and adopt the findings in Attachment A, Exhibit 1 and recommend project Conditions of Approval in Attachment A, Exhibit
3. Motion passed 4-0 by voice vote.
OTHER BUSINESS - None OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS
Acting Chair Benefield asked for a status update on the Monte Vista Dog Park. Community Development Director Nick Bobroff said the project was tentatively scheduled for its six-month review for the Planning Commission’s November meeting.
MATTERS
PRESENTED
DIRECTOR’S REPORT
4) Architectural Review Board Meeting Minutes of May 30, 2024 and July 11, 2024
5) City Calendar for the month of September 2024
6) Planning Activity Report as of August 29, 2024
7) Building Permit Report as of August 29, 2024
Community Development Director Nick Bobroff reviewed the materials.
He said the Palms Restaurant has submitted a Development Plan and a preliminary review will be coming to the Planning Commission.
Patrick O’Connor asked for a status update on the Carter Warehouse Addition project that had been reviewed by the ARB in May. Bobroff explained the project was a conceptual application and the applicant has not followed up whether they plan to pursue it formally.
DIRECTOR'S REPORT
MINUTES, PLANNING COMMISSION September 3, 2024
Regular Meeting
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, October 7, 2024 – Commissioner
Allen said he was uncertain he could attend due to travel. The other commissioners said they would be in attendance.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Acting Chair Benefield adjourned the meeting at 6:34 p.m.
___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
October 7, 2024
Regular Meeting
5:30 P.M.
CALL TO ORDER and ROLL CALL
The meeting was called to order at 5:30 p.m. by Chair La Fevers.
Commissioners Present:
Glenn La Fevers, Chair
David Allen, Vice Chair
Jane L. Benefield
John Moyer
Katherine Salant
Others Present:
Nick Bobroff, Community Development Director
Brian Banks, Principal Planner
Syndi Souter, Senior Planner
Mindy Fogg, Principal Planner
Megan Musolf, Assistant Planner
CALL TO ORDER &
ROLL CALL
PLEDGE OF ALLEGIANCE – Chair La Fevers led the flag salute. PLEDGE
INTRODUCTIONS, PRESENTATIONS, ANNOUNCEMENTS
Community Development Director Nick Bobroff announced the ARB will be looking at proposed objective design standards on October 17th that are part of the rezone effort for the larger Housing Element.
ANNOUNCEMENTS
PUBLIC COMMENT
Patrick O’Connor asked if the Downtown Design Committee was going to participate in developing the proposed objective design standards. Bobroff explained in the interest of expediency there had not been a plan to involve the committee, but they could look to see where it could fit into the process.
PUBLIC COMMENT
CONSENT CALENDAR
1) Minutes of the regular Planning Commission meeting held September 3, 2024
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Allen, the Planning Commission voted 4-0-1(La Fevers abstained) to approve the minutes of the regular Planning Commission meeting held September 3, 2024, as submitted.
CONSENT CALENDAR
NEW PUBLIC HEARING NEW PUBLIC
HEARING
MINUTES, PLANNING COMMISSION October 7, 2024
Regular Meeting
2) Marquez Duplex Addition & Remodel for Unit A Time Extension Project # 20-2057-CUP/CDP/TEX
Applicant: Martha Marquez
Address: 4684 Seventh Street
Planner: Syndi Souter
Hearing on the request of Martha Marquez to consider Project 20-2057- CUP/CDP/TEX (request filed June 20, 2024) for approval of a 12-month time extension to the previously-approved Conditional Use Permit and Coastal Development Permit to remodel a legal nonconforming 847 squarefoot duplex unit and construct a 258 square-foot addition to the side of the unit for a resultant size of 1,035 square feet under the provisions of the Carpinteria Municipal Code (CMC) §14.14 - Planned Residential Development District and §14.62 - Conditional Use Permit; and to determine that the time extension request is statutorily exempt from the California Environmental Quality Act (CEQA) pursuant to §15061(b)(3) of the CEQA Guidelines. The application involves APN 003-301-012, addressed as 4684 Seventh Street.
DISCLOSURE OF EX-PARTE COMMUNICATIONS - None
Discussion took place about the reason for the time extension and potential delays resulting from the City of Carpinteria’s building permit plancheck transition process.
PUBLIC HEARING OPENED & CLOSED – No speakers came forward.
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Benefield, the Planning Commission approved the Marquez Duplex Addition & Remodel for Unit A Time Extension. Motion passed by a 5-0 voice vote.
3) Howard New Residence Time Extension,
Project # 22-2162-DP/CDP/ARB/TEX
Applicant: Dylan Chappell, architect, for John Howard
Address: 4818 Dorrance Way
Planner: Syndi Souter
Hearing at the request of Dylan Chappell, architect, for John Howard, to consider Project 22-2162-DP/CDP/ARB/TEX (request filed August 27, 2024) for approval of a 12-month time extension to the previouslyapproved Development Plan and a Coastal Development Permit to construct a new 2,197 square-foot two-story single-family residence and a MINUTES, PLANNING COMMISSION October 7, 2024
Regular Meeting
detached 512 square-foot two-car garage with a 446 square-foot workshop above on a vacant lot under the provisions of Carpinteria Municipal Code (CMC) §14.14 - Planned Residential Development District and §14.68 - Development Plan; and to determine that the time extension request is statutorily exempt from the California Environmental Quality Act (CEQA) pursuant to §15061(b)(3) of the CEQA Guidelines. The application involves APN 003-440-013, addressed as 4818 Dorrance Way.
DISCLOSURE OF EX-PARTE COMMUNICATIONS
Commissioner Benefield recused herself because the location of her residence is close to the project.
PUBLIC HEARING OPENED & CLOSED – No speakers came forward.
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Salant, the Planning Commission approved the Howard New Residence Time Extension. Motion passed by 4-0 voice vote (La Fevers, Allen, Moyer and Salant in favor; Benefield recused)
4) Scerni New Residence Time Extension,
Project # 22-2184-DP/VM/CDP/ARB/TEX
Applicant: Jeremy Roberts, architect, for Gregg and Beth Scerni Address: 4610 Fourth Street
Planner: Syndi Souter
Hearing at the request of Jeremy Roberts, architect, for Gregg and Beth Scerni, to consider Project 22-2184-DP/VM/CDP/ARB/TEX (request filed August 14, 2024) for approval of a 12-month time extension to the previously-approved Development Plan and a Coastal Development Permit to construct a new 2,257 square-foot two-story single-family residence with an 838 square-foot partially-covered deck, and a detached 504 square-foot two-car garage with a storage loft under the provisions of Carpinteria Municipal Code (CMC) §14.14 - Planned Residential Development District and §14.68 - Development Plan; and to determine that the time extension request is statutorily exempt from the California Environmental Quality Act (CEQA) pursuant to §15061(b)(3) of the CEQA Guidelines. The application involves APN 003-431-005, addressed as 4610 Fourth Street.
DISCLOSURE OF EX-PARTE COMMUNICATIONS
Commissioner Benefield recused herself because the location of her residence is close to the project.
PUBLIC HEARING OPENED & CLOSED – No speakers came forward.
MINUTES, PLANNING COMMISSION October 7, 2024
Regular Meeting
MOTION
Upon a motion by Commissioner Moyer, seconded by Commissioner Allen, the Planning Commission approved the Scerni New Residence Time Extension. Motion passed 4-0 by voice vote (La Fevers, Allen, Moyer and Salant in favor; Benefield recused)
5) Public Works Carport, Project: 24-2300-DP/VAR/CDP
Applicant: John L. Ilasin, P.E., Public Works Department Director Location: 5775 Carpinteria Avenue
Planner: Brian Banks
Hearing on the request of John L. Ilasin, P.E., Director, City of Carpinteria Public Works Department, to consider Project 24-2300 (application filed June 20, 2024) for a Development Plan, Variance, and Coastal Development Permit to allow construction of a 750 square foot equipment carport to be located partially within the required rear setback of the City of Carpinteria Public Works corporation yard; and to accept a categorical exemption pursuant to §15303 and §15305 of the California Environmental Quality Act (CEQA) Guidelines. The application involves APN 001-170- 018, addressed as 5775 Carpinteria Avenue.
DISCLOSURE OF EX-PARTE COMMUNICATIONS - None
Principal Planner Brian Banks presented the staff report. He said staff was recommending the Planning Commission approve the resolution based on the staff report and conditions within it.
PUBLIC HEARING OPENED
Josefina Arechiga, Assistant Engineer and project manager from Public Works, explained space and funds are limited, and the prefabricated carport is a cost effective way to protect the new electric street sweeper.
Commissioner Salant questioned whether more carports will be needed in the future.
Arechiga said she doesn’t see this kind of project recurring, but there is a shift toward sustainability and more electric vehicles.
Robert Howard, Public Works Supervisor, explained that the street sweeper is a very expensive piece of equipment, and it and a backhoe are currently parked under a Eucalyptus grove that requires constant clean-up.
MINUTES, PLANNING COMMISSION October 7, 2024
Regular Meeting
John Ilasin, Director of Public Works, explained the carport will have a charging station making the facility consistent with the Sustainable Community Policy adopted by the City Council. He said there could be more carports like it in the future.
PUBLIC HEARING CLOSED
MOTION
Upon a motion by Commissioner Benefield, seconded by Commissioner Allen, the Planning Commission approved the City of Carpinteria Public Works Carport, Project 24-2300-DP/VAR/CDP. Motion passed 5-0 by voice vote.
6) Amendment to Safety Element, Project # 24-2308-GPA
Applicant: City of Carpinteria
Address: Citywide
Planner: Megan Musolf
Hearing on the request of the City of Carpinteria to consider Project 24- 2308-GPA to amend the Safety Element of the Carpinteria General Plan to incorporate in its entirety the City’s Local Hazard Mitigation Plan (LHMP) into the Safety Element pursuant to California (State) Assembly Bill 2140, thereby making the City eligible for additional State Public Assistance funding, and to provide recommendations to the City Council regarding adoption of the amendment, as determined appropriate. The amendment is minor in nature and would provide a direct internet link to the LHMP in the Safety Element.
Assistant Planner Megan Musolf presented the staff report. She said staff’s recommendation (Option 1) is that the Planning Commission recommend that the City Council adopt the proposed resolution (Attachment A) amending the Safety Element of the Carpinteria General Plan and accept the CEQA Notice of Exemption (Attachment D).
Commissioner Salant suggested a cheat sheet with acronyms be placed at the beginning of the document rather than the end. She said a lot of the information is outdated and described the document as confusing.
Community Development Director Nick Bobroff clarified the LHMP was adopted by the City Council back in early 2023 and is updated on a fiveyear cycle. At that time, it contained the most current available information.
He said tonight they are asking to amend the policy language in the General Plan to refer to the document in its entirety, with a living link in the Safety Element. The LHMP will be updated 3-4 years from now, he said.
MINUTES, PLANNING COMMISSION October 7, 2024
Regular Meeting
Commissioner Benefield commented that there is a lot of helpful information, but it does not belong in the Safety Element. She has read many Safety Elements that are more direct, with the disaster described then the policy, without all the historical information. She expressed concern about having a document floating around that is not great.
PUBLIC HEARING OPENED
Amrita Salm reiterated concerns expressed by Commissioner Salant about outdated information in the LHMP. She said if the document is going to be submitted to the state, it should contain updated information.
PUBLIC HEARING CLOSED
MOTION
Commissioner Allen moved to accept staff’s recommendation that the Planning Commission recommend moving this item to the City Council for adoption. Moyer seconded the motion. Motion passed 5-0 by voice vote.
Commissioner Moyer commented that he learned a lot from reading the document and suggested every citizen of Carpinteria read it. Commissioner Allen suggested everyone read When the Birds Fell From the Sky by Walter Tompkins.
OTHER BUSINESS - None OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS
Commissioner Salant expressed concern about the Surfliner Inn hearing taking place in November due to the election. Community Development Director Nick Bobroff clarified it was not on the agenda, but that the sixmonth status report on the Monte Vista Dog Park pilot program will be heard, along with the first phase of the rezones needed to implement the Housing Element.
Some of the commissioners asked to receive their packets in binders, lamenting that reports are often massive and hard to keep organized with only a clip. Director Bobroff said staff would do their best to accommodate them.
MATTERS
PRESENTED
DIRECTOR’S REPORT
7) Architectural Review Board Meeting Minutes of August 15, 2024 8) City Calendar for the month of October 2024
DIRECTOR'S REPORT
MINUTES, PLANNING COMMISSION October 7, 2024
Regular Meeting
9) Planning Activity Report as of September 30, 2024
10) Building Permit Report as of September 30, 2024
Community Development Director Nick Bobroff reviewed the materials.
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, November 4, 2024 – All
commissioners said they would be in attendance.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Chair La Fevers adjourned the meeting at 6:52 p.m. ___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
October 7, 2024
Regular Meeting
5:30 P.M.
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
November 4, 2024
Regular Meeting
5:30 P.M.
CALL TO ORDER and ROLL CALL
The meeting was called to order at 5:30 p.m. by Chair La Fevers.
Commissioners Present:
Glenn La Fevers, Chair
David Allen, Vice Chair
Jane L. Benefield
John Moyer
Katherine Salant
Others Present:
Nick Bobroff, Community Development Director
Mindy Fogg, Principal Planner
Megan Musolf, Assistant Planner
Mack Carlson, City Attorney, Brownstein Hyatt Farber Schreck
CALL TO ORDER &
ROLL CALL
PLEDGE OF ALLEGIANCE – Chair La Fevers led the flag salute. PLEDGE INTRODUCTIONS, PRESENTATIONS, ANNOUNCEMENTS - None ANNOUNCEMENTS
PUBLIC COMMENT
Terry Scrivner, resident of the Beach Neighborhood, expressed concern about fire and flood emergencies due to one egress with railroad tracks that prevents them from getting out in a speedy way. She said she is kind of against the hotel project with its parking on the beach side of the tracks, noting there is a senior citizen mobile home park at the end of Dorrance Way and Third St requiring frequent emergency vehicle visits. She hopes they are thinking about paving another egress on Ash or Holly Aves.
Ronald Arruejo, chair of the City of Oxnard’s Planning Commission, explained that his commissioners do not receive stipends, yet 9 of 10 cities in Ventura County provide them. He asked that surrounding cities that do offer stipends provide support when his planning commission comes before its city council in the next few months. He said he would provide the commissioners with additional information on how they can help.
PUBLIC COMMENT
CONSENT CALENDAR - None CONSENT CALENDAR
NEW PUBLIC HEARING
1) Monte Vista Off-Leash Dog Park Temporary Use Permit Status Report
Planner: Megan Musolf
NEW PUBLIC
HEARING
MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
Project 23-2261-TUP
Address: Monte Vista Park
Applicant: City of Carpinteria
Hearing pursuant to the adopted Conditions of Approval for Project 23-2261-TUP to receive a status report following six months of operation of the Monte Vista off-leash dog park pilot program. The dog park is located in Monte Vista Park (APN 001-080-038).
DISCLOSURE OF EX-PARTE COMMUNICATIONS – None
Assistant Planner Megan Musolf presented the staff report. Staff’s recommendation is to receive and file the staff report, and to provide any relevant direction to staff.
Jeanette Gant, Parks, Recreation and Community Services Director, thanked CDOG for their partnership and said she has been meeting monthly with them and visiting the park. She reported that the first six months have been successful, with no complaints received. In response to a comment that the fence is unattractive, she said if they were granted continuation of the temporary permit and the program became permanent, they would install a more permanent and better-looking fence.
PUBLIC HEARING OPENED
Van Fleisher of CDOG said his dog’s veterinarian shared that clients have been speaking enthusiastically about the park. Fleisher spoke about the socializing that goes on there, noting teachers have run into former students, among other things. He described the park as powerful for our community.
Jim Rampton, 6099 Jacaranda Way, expressed opposition and spoke about how recent use of Monte Vista Park has been unprecedented between soccer, church services, parties, exercisers, kids, etc. He said the park is fully utilized with parking out-of-control. He expressed concern that a disproportionate impact has been forced on the neighborhood. He added they have front row seats to the insufficient parking, fighting dogs, offleash dogs due to insufficient room, cars blocking fire lanes and more. He suggested putting the park in an area that would re-distribute the impacts.
He also suggested increasing stall parking in the neighborhood (Bailard Ave to Pandanus St). He expressed concern about the park operating without CDOG opening and closing it. He suggested limiting parking on the condominium side to residents only, noting 79% of visitors park in front of them.
MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
Jim Bailard, 1150 Bailard Avenue, expressed opposition. His house is on the east side of the park within 100 yards of the park. He said CDOG has managed it well, but issues remain such as barking and illegal parking. He noted parking was a problem prior to the dog park and has become more of a problem. He suggested the city focus on more dog parks elsewhere, noting Monte Vista is already under heavy use, with his own surveys showing it is the most heavily used park in the city. He said it is particularly a problem on summer weekend afternoons and evenings when there are large parties with over 100 people that take place. He suggested a comprehensive assessment of park usage throughout the city, changing city policies and permits, and finding a site that can accommodate large parties for picnics. He explained Monte Vista was purchased with funds from the two condominium developments and intended as a neighborhood park, but usage has gone way beyond that.
Christie Boyd, 1200 Bailard Avenue, said she has no issues other than illegal parking and aesthetics. She suggested if the dog park is made permanent that a design review be completed by the ARB, describing the current park as “San Quentin for dogs.” She said the original park was for the 500 homes on Bailard Ave, but what is happening now are massive parties with 50, 75 or 100 people at each BBQ area. There is one toilet for men and one for women, which is not adequate. Parking on weekends is a nightmare and not enforced by Code Enforcement. She said she owns a dog and loves dogs but feels this isn’t the right park for it.
Lorraine McIntire, treasurer and a founder of CDOG, agreed there is not enough parking in the neighborhood; however, she pointed out there are multiple cars and families per unit, with garages that go unused and trucks that take up 1.5 spaces. Regarding requests to section off an area for small dogs, there is a roll-out fence that people use and are happy with. About the perimeter fence, the current one is rented from Marborg and a permanent one would be lower and align naturally with the landscape. She said CDOG ambassadors are almost always on site and engage in all kinds of bark mitigation. She noted five locations were approved by City Council (El Carro didn’t work, she explained), and we can get the ball rolling to spread this around.
Community Development Director Nick Bobroff summarized three letters received. One expressed support, one was opposed based on parking issues, and another encouraged finding solutions for the parking issues.
PUBLIC HEARING CLOSED
Commissioner Benefield said more code enforcement people are needed.
MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
She expressed concern when the Red Tail Bailard Housing project is built how all the people using the park will be dealt with. She said there is too much pressure on this park, and nobody is moving forward on building another one. She pointed out the people living near the park don’t park in their own garages. She understands the noise impacts and has moved many times because of barking dogs. She advocated for a better-looking park.
Commissioner Moyer said 80% of garages in town are not used, and if you don’t park in the garage, you should not complain about lack of parking. He said he visited the park and it was pretty mellow. He expressed approval for the continuation of the temporary use permit, with direction to the city to go after a permanent situation and explore the five approved sites. He commented that 70-80% of people shouldn’t have to drive to a park and should be able to walk to one. He said the park has been a success, its population deserves to be served, and that City Council should actively direct staff to pursue the additional dog park locations.
Commissioner Allen expressed support for the TUP extension. He said CDOG’s data is helpful in making decisions for additional dog parks. 22 dogs are a lot of dogs in that space (the average is 6.5), so the need has been made clear. He suggested more communication from the city about dog leash requirements and availability of the off-leash park. He spoke about conceptual plans he viewed for a dog park at Lagunitas, noting it would have the advantage of more space, parking, and future population to serve to the east. He said, among other things, Lagunitas has less conflict issues than other sites but lamented the cost due to our budget crunch.
Regarding CDOG unlocking and locking the dog park each day, he said he supports leaving it unlocked, but would like to see C-DOG continue to monitor and collect data for two summers, citing the Conditions of Approval. Related to overall concerns about the use of Monte Vista Park, he suggested giving additional attention to the number of people allowed at park BBQ sites, but noted it will result in Code Enforcement issues. He expressed support for finding additional funding for Code Enforcement officers.
Commissioner Salant referenced Lorraine McIntire’s comment that there are five other approved dog park locations and suggested CDOG provide input regarding another location that would be suitable. She said some locations might be smaller and can be designated as the small dog park.
Regarding parking issues, she said she is hearing it is more a result of the owners that live there and if they parked in the garages, it would take pressure off the street. She expressed support for the TUP extension.
Chair La Fevers said there is consensus by the Planning Commission to accept the staff report, and clarified with staff that Condition of Approval MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
#20 (not #17) should be amended so that a TUP for an additional year could be approved by the community development director. He expressed appreciation to CDOG for making the park successful and compliant, and both McIntire and Fleisher of CDOG assured him they will be around for the long run to support the park and collect data. He asked that staff capture Commissioners’ comments and suggestions and highlight them in the minutes or staff report forwarded to the City Council. One of his concerns is that Monte Vista is already heavily used, and another use creates a challenge. A more centrally located park would make a lot of sense, he said.
Regarding locking the dog park gates, there was general consensus from commissioners that CDOG does not need to lock them, as it was something they were not required to do under the Conditions of Approval anyway.
MOTION
Upon a motion by Commissioner Benefield, seconded by Commissioner Moyer, the Planning Commission voted to receive and file the Monte Vista Off-Leash Dog Park Temporary Use Permit Status Report with the changes mentioned by the Commission. Motion passed 5-0 by voice vote.
BREAK – Chair La Fevers called for a 5-minute recess.
2) Zoning Amendments for the 2023-2031 Housing Element
Planners: Mindy Fogg and Megan Musolf
Project 24-2279-ORD/LCPA
Address: Citywide
Applicant: City of Carpinteria
Hearing on behalf of the City of Carpinteria Community Development Department to consider three proposed ordinances that would implement Program 1 (Adequate Sites to Accommodate Regional Housing Needs) of the City’s 2023-2031 Housing Element, and to provide recommendations to the City Council regarding adoption of the ordinances, as determined appropriate.
DISCLOSURE OF EX-PARTE COMMUNICATIONS - None
City Attorney Mack Carlson gave an introduction explaining that the proposed ordinances are necessary to comply with state housing law and allow the city to be eligible for state funding. Principal Planner Mindy Fogg and Assistant Planner Megan Musolf followed with the staff report and said staff is recommending the City Council adopt the proposed MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
ordinances and determine the addendum satisfies CEQA. They fielded Commissioners’ questions, with Carlson reviewing the various income thresholds set annually for lower income households, and Mindy Fogg and Nick Bobroff noting that the City is moving these amendments along quickly to avoid additional penalties from the State.
Concerns were raised how state housing laws could impact the sites proposed for rezone to mixed-use. Bobroff explained developers could “stack” various housing laws (like density bonus) on these rezone sites to pursue additional units. The developments can provide a mix of income levels and developers are not obligated to come in with strictly low-income housing. The rezoned sites would require 20 units per acre minimum up to 25 units per acre, and the developer would have some flexibility to provide the income categories. Under state law a developer currently could apply other housing laws, such as the builder’s remedy, to increase the density.
Regarding the maximum building height staff proposed to raise from 30 to 35 feet, Bobroff explained it was to accommodate denser housing and three stories, and the number was derived from HCD feedback earlier in the Housing Element process.
In response to Vice Chair Allen’s question about requirements related to upper story stepbacks, Assistant Planner Megan Musolf explained that a concern was raised by an ARB member that two feet was not a perceptible change in the façade; however, another ARB member brought to attention larger stepbacks would run the risk of reducing potential density.
Bobroff added that effectively there are other objective design standards that may be more impactful in addressing the same issues, such as upper floor massing, and for this reason the objective design standards must be looked at in their entirety. He explained there is a delicate balance in going too far, so staff looked at neighboring jurisdictions and tried to mirror those standards to avoid HCD pushback. Commissioner Salant pointed out there are also design standards for the façade that can mask the mass of a structure, and Bobroff agreed and pointed to some standards that are used to break up massing and reduce perceived scale of buildings.
Commissioner Allen asked if it was reasonable to have design standards that require providing access to wireless Wi-Fi for all units. City Attorney Mack Carlson said it was his preference to deal with Wi-Fi through conditions of approval, as it’s not really land use control and is a service provided to residents. He said they would be mindful of this in the future.
Commissioner Moyer asked about environmental constraints associated with Site 9 (Cindy Lane) and Bobroff explained it had been used initially as MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
a flood control basin but was quit claimed back to the property owner. He added it might have constraints related to native vegetation and coastal wetlands but had not yet been officially surveyed to his knowledge.
Chair La Fevers pointed out the new zoning designation ordinance has a mixed-use component and residential-only component, with mixed use requiring 80% ground floor commercial street frontage. He questioned whether a smaller portion would be considered for Site 7 or the sites on Eugenia.
Bobroff explained the existing General Plan has provisions in the General Commercial and Research Development Industrial categories that the commercial portion must be dominant, and they were trying to adhere to that with the 80% figure. He explained the number could be changed a little so long as we are making a connection to our General Plan policy language for mixed use development. He noted residential-only has its own language.
Regarding setbacks, Chair La Fevers questioned if it was considered that residential-only should have a larger one than that of commercial, and Bobroff said they could research this but felt standardized setbacks made sense. He explained staff wanted to be consistent with the 5-foot setbacks currently used downtown.
Commissioner Benefield asked if rezoning will offer the property owner more development options, and Bobroff said they would have different options but not necessarily more. Also, he said any uses that would become non-conforming would not be forcibly phased out.
Commissioner Allen asked about including amplified noise in the design standards, noting he is concerned about it impacting residential areas.
Bobroff explained only a subset of these projects in the zone district requires the ministerial permitting process (projects that are 20% lower income), and they would still be able to apply standard conditions of approval to projects; however, conditions would have to apply to all projects and not be project-by-project specific. Allen stressed this is something important for City Council to consider.
PUBLIC HEARING OPENED
Laurel Perez of SEPPS Land Use Consulting spoke on behalf of Victor Schaff, owner of Site 21, the site of S&S Seeds. She said Schaff is asking to include Site 21 in the Phase 1 rezone effort. It is 2 parcels zoned for industrial park with tremendous potential for redevelopment near transit, employers and public amenities. It has potential to provide 120-190 homes.
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Regular Meeting
She said many of the downtown sites have reduced likelihood to be redeveloped because they are already fully developed, and developed sites must provide feasibility studies. She questioned how realistic it is that the developed sites will be redeveloped and warned they have potential to keep the City out of compliance. She reviewed the various sites, pointing out that they don’t have a good chance of being redeveloped in this RHNA cycle, and she listed reasons for including Site 21 in the Phase 1 rezone effort.
Kathryn and Cristina Logue identified themselves as members of a family that have provided housing in Carpinteria for 100 years. They own eight pieces of property here and have developed 70 units of housing in Los Angeles geared toward low income. They see a lot of Mixed Use next to their property, Site 20 on Palm Avenue. Their property is included in Phase 2 but asked that it be included in Phase 1. They said Site 20 is also surrounded by vacant lots (1.94 acres) that they own and would like rezoned, as well.
At the request of the Vice Chair, Community Development Director Nick Bobroff clarified why additional lots owned by the Logue Family had not been included in Phase 1. One lot is presumed ESH and covered in willow forest. Another site on the south side of Sixth Street was downzoned due to willow forest potential and concerns from the Sanitary District of having residential units next to it. He said it was counted in the Housing Element as a vacant site, but would provide low-density housing under current zoning.
Peter Grace, property owner of Site 2, a 30-acre property at 5800 Via Real known as Norman’s Nursery, asked that it be added to Phase 1. He said it is an attractive property for development, will add upwards of 250 units, and makes sense to add given the short RHNA numbers. He said due to its location across the freeway, it will not obstruct any views. He believes the property is going to be a huge part of the housing solution for Carpinteria.
Chair La Fevers and staff brought to attention that Site 2 would require a General Plan Amendment to include it with Phase 1 because the land use designation would have to be changed from agricultural to residential or mixed-use.
Patrick O’Connor complimented the two long-range planning staff members for taking this project on quickly. He asked for approval of the zoning amendments. He brought to attention that typically neighborhoods are subject to the same design criteria, but these sites proposed are a patchwork of locations. He advised not to get hung up on the design criteria because it will likely have to be changed anyway. He pointed out there was no opportunity for joint ARB-Planning Commission review and believes MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
we should do it. He believes the City’s boards and commissions should be part of conversations between staff and property owners.
Augustine Gonzalez, via Zoom, representing Site 16 at 4621 Carpinteria Avenue known as Gonzales Welding, explained at this time his family plans to continue operating the business and asked that Site 16 be removed from consideration.
Bobroff provided some context to the public comments. Regarding Site 21 not being chosen, he said there had been previous proposals at this site for mixed use, office park and residential; staff was being consistent with previous feedback from the City Council and Planning Commission that it was not seen as an appropriate location for residential. He noted that a rezone could also gain the attention of the Coastal Commission. He acknowledged Laurel Perez has a compelling case for a project if there was support for considering a residential development on the bluffs. With respect to Site 16, he noted that excluding it would not result in a scenario where RHNA accommodation dips too low. The Site is anticipated to provide RHNA in the moderate income category.
BREAK – Chair La Fevers called for a 2-minute recess.
Commissioner Moyer said despite all the work done, Phase 1 is weak, with most of the lots already developed and most owners having no desire to do anything with their properties. For this reason, he thinks including the Lagunitas property would be advantageous. He does not support including Site 21 in Phase 1 because it is too sensitive. He does not think we should play around with the design elements and should approve this right away.
Commissioner Allen agreed with Moyer about moving forward and thanked Megan, Mindy and Nick for a great job. He agreed the potential Lagunitas site should be added. He noted the resistance to rezone agricultural lands all the years he has lived here, but said that is going to go, and he blamed the state. He asked about the availability of school sites for housing, and Bobroff explained the schools had been approached but were not interested. Regarding Site 16, Allen said rezoning does not impact their use and could ultimately increase the value of the property, so he is ambivalent about losing it. He asked to pass on his concerns about rooftop amplification to the City Council.
Commissioner Benefield felt Site 16 should be removed because it does not provide the housing we need, and it should be exchanged for the Lagunitas site, Site 5. She said S&S Seeds (Site 21) will turn into a big battle in the community. She expressed approval to move forward and said we could refine whatever we have to do later.
MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
Commissioner Salant said the sooner this is sent off, the sooner we can move to address the problem of housing in our city. She pointed out that we need to certify the Housing Element to qualify for state funding to help us build. Community Development Director Nick Bobroff agreed and noted it can open the door to obtain other affordable housing opportunities.
Chair La Fevers complimented staff’s work. He said he would prefer removing Site 16 from Phase 1 and placing it in Phase 2. He said Site 5, Lagunitas, would provide a significant amount of potential for affordable units and is logical to put in Phase 1. We should put as much effort as we can to developing higher densities downtown, he said. He is not in support of Site 21 and it should be kept in Phase 2, as he thinks there are better sites in Carpinteria. He is uncertain about Site 20 and is fine leaving it in Phase
2. He suggested the name of the Zoning District be RMU, Residential/Mixed Use. He believes the 35-foot height restriction is tolerable and prudent for us to meet mandates and provide denser development. He noted there appears to be consensus on adding Site 5 and removing Site 16. He called for a motion.
MOTION
Commissioner Allen moved to recommend that the City Council adopt proposed Ordinance A adding Chapter 14.19 to the Carpinteria Municipal Code (CMC) to include a new Mixed Use zone, including the following changes: change the name of the zone to RMU, Residential/Mixed Use and incorporate the record corrections as presented; and to adopt proposed Ordinance B adding Chapter 14.51 of the CMC to include the new Objective Design Standards and incorporate the record correction as presented; and to adopt proposed Ordinance C amending the official Zoning Maps and the Local Coastal Program (LCP) to rezone the select parcels to Residential/Mixed Use and include the following changes:
include Site 5 (the Lagunitas site) and remove Site 16; and find the addendum to the certified program EIR satisfies the environmental review requirements in CEQA. Commissioner Moyer seconded the motion. Motion passed 5-0 by the following roll call vote: Moyer voted yes, Salant voted yes, Benefield voted yes, Allen voted yes, and La Fevers voted yes.
OTHER BUSINESS - None OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS
Commissioner Benefield feels we are not taking advantage of grants and suggested hiring a grant writer. Bobroff said the city manager has been discussing it and believes the position has the ability to pay for itself; however, limited staff capacity hinders the City’s ability to carry out grantMATTERS
PRESENTED
MINUTES, PLANNING COMMISSION November 4, 2024
Regular Meeting
funded projects. Benefield suggested we still pursue it.
DIRECTOR’S REPORT
3) Architectural Review Board Meeting Minutes of September 26, 2024
4) City Calendar for the month of November 2024
5) Planning Activity Report as of October 30, 2024
6) Building Permit Report as of October 30, 2024
Community Development Director Nick Bobroff reviewed the materials.
He said the Palms Remodel, which has gotten through ARB review, will be reviewed by the Planning Commission on December 2nd. In addition, the Surfliner Inn application has been deemed complete and is targeted to go to the ARB for preliminary review on December 12th. Its story poles go up this month.
DIRECTOR'S REPORT
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, December 2, 2024 – All
commissioners indicated they would be in attendance.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Chair La Fevers adjourned the meeting at 9:23 p.m. ___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
November 4, 2024
Regular Meeting
5:30 P.M.
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
December 2, 2024
Regular Meeting
5:30 P.M.
CALL TO ORDER and ROLL CALL
The meeting was called to order at 5:30 p.m. by Chair La Fevers.
Commissioners Present:
Glenn La Fevers, Chair
David Allen, Vice Chair
Jane L. Benefield
John Moyer
Katherine Salant
Others Present:
Nick Bobroff, Community Development Director
Brian Banks, Principal Planner
Mack Carlson, City Attorney, Brownstein Hyatt Farber Schreck
CALL TO ORDER &
ROLL CALL
PLEDGE OF ALLEGIANCE – Chair La Fevers led the flag salute. PLEDGE
INTRODUCTIONS, PRESENTATIONS, ANNOUNCEMENTS
Community Development Director Nick Bobroff announced the Architectural Review Board will hold a preliminary review of the proposed Surfliner Inn project on Thursday, December 12th at 5:30p.m. The story poles are up at parking lot #3 and will remain through the first week of January.
ANNOUNCEMENTS
PUBLIC COMMENT - None PUBLIC COMMENT
CONSENT CALENDAR
1) Minutes of the regular Planning Commission meeting held October 7, 2024
MOTION
Upon a motion by Commissioner Allen, seconded by Commissioner Moyer, the Planning Commission unanimously approved the minutes of the regular Planning Commission meeting of October 7, 2024, as submitted.
Motion passed 5-0 by voice vote.
CONSENT CALENDAR
NEW PUBLIC HEARING
2) Via Real Hotel Time Extension
Planner: Brian Banks
Applicant: Kevin Kohan, agent, for RAM Hotels
Project 16-1822-DP/CDP/TEX
NEW PUBLIC
HEARING
MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
Address: 4110 Via Real
Hearing on the request of RAM Hotels to consider Project 16-1822- DP/CDP/TEX (request filed October 28, 2024) for approval of a 12- month time extension to the previously-approved Development Plan and Coastal Development Permit to allow the removal of an existing 5,678 square foot former church building and all associated improvements, and the construction of a two-story, 72-guestroom, 44,191 square foot hotel and associated improvements under the provisions of the Carpinteria Municipal Code (CMC) §14.20 - Commercial Planned Development District and §14.49 - Residential Overlay District; and to determine that no further environmental review is required pursuant to §15162 of the California Environmental Quality Act (CEQA) Guidelines. The application involves APN 004- 017-022, addressed as 4110 Via Real.
DISCLOSURE OF EX PARTE COMMUNICATIONS
Commissioners Salant and Benefield disclosed that they had spoken to each other about the time extension.
Principal Planner Brian Banks presented the staff report. He explained additional environmental review is not required to approve the time extension because the project has not changed. He said staff is recommending approval of the project’s time extension to the previously approved Development Plan and Coastal Development Permit.
PUBLIC HEARING OPENED
Kevin Kohan, agent for RAM Hotels, said they are going through plan check and working with other agencies, and he is available for questions.
PUBLIC HEARING CLOSED
MOTION
Upon a motion by Commissioner Benefield, seconded by Commissioner Allen, the Planning Commission approved the time extension to the Via Real Hotel, Project 16-1822-DP/CDP/TEX. Motion passed 5-0 by voice vote.
3) Dish Wireless Telecommunications Facility
Planner: Brian Banks
Project 24-2292-CUP/CDP
Address: 6267 Carpinteria Avenue
Applicant: Harold Thomas Jr, MD7 Architecture, for Dish MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
Wireless, LLC
Hearing at the request of Dish Wireless, LLC to consider Project 24- 2292-CUP/CDP (application filed April 11, 2024) for a Conditional Use Permit and Coastal Development Permit to allow installation of a new wireless telecommunications facility on an existing multi-story office building including the installation of three (3) 8-foot wireless telecommunication antennas, six radios and associated rooftop equipment, and architectural screening materials to visually shield the antennas under the provisions of the Carpinteria Municipal Code (CMC) §14.56 - Wireless Communications and §14.62 - Conditional Use Permit; and to accept a categorical exemption pursuant to §15301 and §15303 of the California Environmental Quality Act (CEQA) Guidelines. The application involves APN 001-190-056, addressed as 6267 Carpinteria Avenue.
DISCLOSURE OF EX PARTE COMMUNICATIONS – None
Principal Planner Brian Banks presented the staff report, with staff recommending approval of the project.
Discussion took place about screening and whether it is needed in all circumstances, with screening often worse than the antenna itself. In response to why the antenna cannot be set back further, Banks explained coverage must be considered, and the design cannot be revised to the point that a carrier is denied the coverage that competitors enjoy. City Attorney Mack Carlson added that FCC regulations constrain certain aspects of the city’s authority with respect to these types of facilities.
Chair La Fevers asked about the relative size of the combined three structures to the existing one, noting the proliferation of architectural features on top of a building affects the Planning Commission’s findings in terms of zoning code consistency. Banks suggested the applicant could provide the approximate dimensions.
La Fevers also asked if alternative locations on the east end of Carpinteria were explored by the applicant, noting there are others in place that are not close to the bluffs. Banks explained at least two other sites were analyzed as part of the application, but this was the preferred location. The site has a cooperative landowner willing to host the facility, and it meets coverage objectives.
Community Development Director Nick Bobroff added carriers are looking for the tallest buildings that are close to the highway. He said we tend to MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
see a handful of sites that meet the criteria, and the same sites come up again and again as carriers expand service.
PUBLIC HEARING OPENED
Harold Thomas, representing MD7 Dish Wireless, addressed the setback and why it is four feet. He explained that when pushing the antenna back from the building edge, there is a risk of having to increase the antenna’s height and of not complying with FCC Guidelines for radiofrequencies, and that in this case, four feet was the happy medium. About the color, he said it will be “wild truffle” which is a brownish-grayish color. Regarding the size of the RFPs, they are 11-feet high and 8.5-feet wide. About researching alternative sites, he said 1038 Cindy Lane had a discrepancy in height and meeting coverage objectives, 1050 Cindy Lane had a landlord that appeared to be disinterested, and 6700 Rincon Road was not suitable due to natural and topographical features.
Chair La Fevers asked if the size of the enclosure of the three structures can be reduced, and Thomas explained this size can accommodate other providers that want to co-locate. La Fevers questioned at what point an enclosure that is more intrusive than the antenna can be reduced.
PUBLIC HEARING CLOSED
Commissioner Moyer said the setback helps and he likes the color. He noted cellphones are something we all live with, so we must support this.
He added that because we already have wireless providers on the building, it fits the purpose and the need. He expressed support.
Commissioner Allen also expressed support. He spoke about the constraints tied to wireless facilities in that you must allow coverage provided the wireless provider has shown due diligence. He said he is extremely sensitive to visual constraints on our bluffs, and this adds yet another, although he thinks they did the best job they can in recessing it. He spoke about the building’s controversial history, noting it is highly visible from the ocean side which is in opposition to our General Plan. He described it as highly visible, very tall, with reflective glass and not in keeping with the bluff’s aesthetic.
Commissioner Benefield said there is a lot of junk on the roof, but she sees no way around it. She said she is in favor of approving it for now.
Commissioner Salant said cellphone service is here to stay. She described the project as big enough, and if another company wants to build, she hopes they will be a good sharer.
MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
Chair La Fevers reiterated Allen’s comments that the building was controversial. He said three structures on top would not be his first choice, but he understands the need. He is willing to accept it, he said.
MOTION
Upon a motion by Commissioner Allen, seconded by Commissioner Moyer, the Planning Commission voted unanimously to adopt Resolution PC No. 24-012 approving Project 24-2292-CUP/CDP for a Conditional Use Permit and Coastal Development Permit to allow installation of a new wireless telecommunications facility on an existing multi-story office building including the installation of three (3) 8-foot wireless telecommunication antennas, six radios and associated rooftop equipment, and architectural screening materials to visually shield the antennas, accept the CEQA Exemption, and adopt the findings as attached and Conditions of Approval as proposed by staff in Exhibit 3. Motion passed 5-0 by voice vote.
BREAK – Chair La Fevers called for 3-minute recess.
4) The Palms Restaurant Renovation
Planner: Brian Banks
Project 24-2303-DP/CDP
Address: 701 Linden Avenue
Applicant: Laurel Perez, agent for 701 Linden LLC
Hearing at the request of 701 Linden LLC to consider Project 24-2303- DP/CDP (application filed July 15, 2024) for a Development Plan and Coastal Development Permit to allow an interior and exterior renovation of the existing restaurant ("The Palms") and conversion of a portion of the roof to a partially covered patio and bar area resulting in a restaurant and market/café/retail area on the ground floor, a banquet/event space on the second floor, and a covered bar and uncovered dining area on the roof under the provisions of the Carpinteria Municipal Code (CMC) §14.22 - Central Business District and §14.44 - Visitor-Serving Overlay; and to grant Modifications to:
1.) allow a covered patio dining area within the required front setback; and 2.) to allow the rooftop bar structure to exceed the 30-foot height limit by 1 foot-eight inches; and to accept a categorical Exemption pursuant to §15301, 15302, 15303, 15305 and 15332 of the California Environmental Quality Act (CEQA) Guidelines.
DISCLOSURE OF EX PARTE COMMUNICATIONS
Commissioner Allen disclosed that he communicated with John Wullbrandt MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
on Messenger, Commissioner Moyer said he drove around the building once, and Commissioner Benefield shared (jokingly) she visited the bar many times.
Principal Planner Brian Banks presented the staff report with background and details about the renovation. He said staff is recommending the Planning Commission approve the project with a focus on the recommended conditions related to rooftop noise as outlined in the staff report and Conditions of Approval. He then answered commissioners’ questions about noise and structural elements, among other things.
Commissioner Benefield said the effects of noises are hard to measure and felt strongly that we need to make it not noisy on the rooftop for the sake of the neighbors. Banks explained the applicant had been proactive in addressing the issue and had a noise study prepared. He also clarified that although a certain level of ambient noise is okay on the rooftop, it is clear the intent from the ARB is that live bands are not wanted up there.
In response to questions from Chair La Fevers whether making the rooftop structurally sound for the new deck could compromise the building’s historical integrity, Banks explained a report from a structural engineer stated it is important that the four walls are not impacted by the proposed project. He added they are taking the extra step to require that a historian ensures historical elements are preserved and plans are followed through.
PUBLIC HEARING OPENED
Laurel Perez of SEPPS Land Use Consulting, representing the owners and project team, described the project and benefits it would bring to the community. The following are highlights:
There will be improved architectural integrity, pedestrian ambiance and connectivity along Linden, increased onsite landscaping, a recommencing of the family restaurant, take-out onsite, and a small rooftop terrace with incredible views of the mountains and ocean. Careful consideration was given to the rooftop lounge, locating it away from the edges of the building to ensure safety and sensitivity to the residential neighborhood.
A noise study was conducted that confirmed ambient noise levels for a fully operating restaurant, bar and lounge with four interior speakers and six rooftop speakers playing low background music is projected to be at 52 to 53 dBA, which is lower than city thresholds.
They intend to limit the rooftop to quiet use and are aware of other noise issues downtown.
The transportation program is robust despite being short of 7 spaces MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
and contains significant incentives for employees to carpool, use public transportation and ride bikes.
Regardless of constructing a rooftop lounge, structural improvements were needed throughout the building.
She noted the commitment to honoring the historical structure and said the historical report showed the original hotel always had a restaurant component.
Darryl Becker, project architect, said the original proposal was to restore the signage to what it was in the early 1900s and not deviate from the current sign with something new. The project’s goal was to eliminate the renovations done in the 1950s/60s, connect it to the streetscape on Linden, make landscape improvements and do a complete restoration. He said they realized the inner core of the building is very dark, which is where the idea of an atrium came up that provides benefits of light and energy efficiency.
He described the atrium in detail; it is a 3-story element with vegetation hanging, made of a steel frame with glazing on all four sides. He reviewed elevations and said, among other things, they responded to ARB’s direction to contain noise.
Commissioner Salant commented on the second floor’s use with its two private rooms for meetings and small gatherings. She questioned whether such demand exists. Becker responded that if there is a large group of diners, they can use a room, and it is meant to be flexible. Salant said there are a lot of walls that don’t make it seem flexible.
Commissioner Salant also noted the project includes a “transportation demand coordinator” position, something she has never heard of.
Perez explained it is a standard condition that she has seen in other projects for offices and industrial projects in the city of Santa Barbara. It is usually the office manager who administers the program, and in this case, the restaurant’s general manager would facilitate it. There is also a reporting requirement to city staff for three years.
Darryl Nelson of Associated Transportation Engineers (ATE) added that the success of a Transportation Demand Management (TDM) plan varies.
You must find out what is most effective, work with that and do adjustments.
Commissioner Allen pointed out there is a reduction offered to employees for the cost of on-site meals that is not defined in the condition. Becker said they could consider including the information.
MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
Discussion continued about better defining the Transportation Demand Management plan. Community Development Director Nick Bobroff explained it is an aspirational mitigation measure trying to balance two different state mandates, with the result that it is subjective.
With respect to parking, Commissioner Moyer suggested the nine spaces in back be limited to 2-hour parking. Perez said they could consider it.
Ms. Perez spoke about Condition 19 regarding no live entertainment on the rooftop. She explained their acoustical engineer studied worst case scenarios, and they are asking that an acoustic guitar and no-amplification singer be allowed, as they create no measurable impact on noise coming from the facility. There is also no vision to have a band. She said they would like more details added to the condition that specifies music with no amplification.
PUBLIC HEARING CLOSED
Commissioner Benefield commented on how much she loved The Palms, describing it as one of her favorite places. She expressed concern with state laws for parking, noting that with every project we allow fewer and fewer spaces. She stressed that we must do something about it and need a parking structure sooner than later. She said her big concern is noise, with the suggestions about the acoustic guitar sounding reasonable.
Commissioner Moyer said he echoes Benefield’s comments. He pointed out that Condition 42 requires a special permit for music or signage. He pointed out there is an alleyway next to the residential area where noise will be pronounced. He said he can make the findings for modifications regarding energy and space. About parking, he thinks we are on the road to figuring it out and with three years of monitoring should be able to get the kinks out.
He thinks a new sign could be a nice statement and we should look to the future and not worship the past. He loves the atrium, describing The Palms as a dark bar. He is encouraged by the renovations happening in downtown Carpinteria, including the 700 block.
Commissioner Allen expressed support. He is glad to see the rooftop focusing noise at Linden and not the residential area. He expressed concern that a singer and guitar can project sound a long way and thinks we would see more complaints from the residential area. He pointed out that we do not have code enforcement working at night. Regarding signage, he recommended that the ARB look at the signature of The Palms on the front and whether it should be historical or something new.
Commissioner Salant agreed with Allen about the music issue and MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
questioned why we should have live music or any music up there. Why not enjoy the views and nature? She expressed that it’s not the building but what went on in it, the live music and all. She spoke about how the new building will be nice but will not bring back the old Palms. She said all the memories will be gone and it’s going to be really different, and for that reason, we should maintain the sign we all know.
Chair La Fevers said he can make the findings for the minor setback on Linden and the additional height. About the onsite parking, it is restricted to restaurant patrons, and he expects to see it monitored and reviewed by staff.
He said it’s important employees park in Lot 3 and not take up downtown street parking or parking in residential neighborhoods. Historically, The Palms was a well-utilized building and managing the employee parking is the biggest part. He also agrees with Allen that we should avoid the slippery slope of rooftop entertainment, and he suggested conditioning it to not be allowed. He is, however, fine with speakers and music and okay with Condition 19 as written.
Discussion followed about the rooftop noise. Commissioner Allen agreed with La Fevers about allowing rooftop speakers and music. He also generally agreed with Salant’s comments about not needing it; however, he noted all restaurants have music. His concern is that noise levels are indeed kept under control, adding enforcement can be difficult. He suggested the speakers have a sign saying, “Control should not go beyond x.” Chair La Fevers agreed and said the volume of the speakers should not be allowed to exceed noise that is ambient. He said with respect to Condition 19, the commissioners generally agree it is okay “as is.” Principal Planner Banks clarified, among other things, that Conditions 19 and 42 do not preclude the operator from applying for a live music permit within the restaurant.
Chair La Fevers reviewed a list of topics prior to asking for a motion:
Direction on the Signage
Chair La Fevers suggested we have the historian weigh in on the sign.
Commissioner Allen expressed he did not want to give direction to ARB other than to say they want it reviewed by them. Commissioner Salant felt strongly the history that is considered should go back to what people in the community remember and not a time before their grandparents were born.
Commissioner Allen suggested they issue the following statement: “The Planning Commission requested the ARB consider whether to keep The Palms sign on the front façade or consider the 1912 sign on the front façade MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
or design a new sign.”
Commissioners offered more feedback. Allen said his preference is for the script they all mostly remember, Moyer said he votes for new. Benefield prefers that the ARB figure it out and include John Wullbrandt’s input.
Commissioner Salant said she wants the script.
Inclusion of Mural
About including a mural on the side, Chair La Fevers said he is strongly not in support of a mural on any facade of the building. Commissioners Benefield and Moyer agreed.
On-Site Parking Time Limit
Regarding the 2-hour time limit on on-site parking spaces he suggested, Commissioner Moyer proposed it be considered as an option after the monitoring takes place.
Meal Discounts in TDM Plan
With respect to adding more specific conditions on the Transportation Demand Management (TDM) plan’s meal discount, Commissioner Allen said he was giving up on that one.
Rooftop Noise
The commissioners had generally agreed with Condition 19 that states no live entertainment is allowed but speakers are allowed not to exceed ambient noise levels.
Principal Planner Brian Banks pointed out that live music is not allowed on the rooftop; however, it does not preclude the applicant from applying for a live entertainment license for music within the restaurant.
MOTION
Commissioner Moyer moved that they adopt the attached Resolution PC24-011 thereby approving Project 24-2303-DP/CDP to grant a Development Permit and Coastal Development Permit to allow the described restaurant renovation and additions, grant the requested setback and height modifications and accept the Exemption pursuant to §15301, 15302, 15303, 15305 and 15332 of the CEQA Guidelines. Commissioner Benefield seconded the motion. Motion passed unanimously (5-0) by voice vote.
OTHER BUSINESS - None OTHER BUSINESS
MATTERS PRESENTED BY COMMISSIONERS MATTERS
MINUTES, PLANNING COMMISSION December 2, 2024
Regular Meeting
Commissioner Salant proposed that all projects should include drawings that show the full volume of the building as seen from 5 feet 6 inches from the ground. She said as buildings get bigger and bigger there is no way you can figure out the massiveness of the project. Community Development Director Nick Bobroff said all projects contain perspective renderings, but they can update their application to reflect street level renderings are wanted from a pedestrian’s view.
PRESENTED
DIRECTOR’S REPORT
5) Architectural Review Board Meeting Minutes of October 17, 2024
6) City Calendar for the month of December 2024
7) Planning Activity Report as of November 30, 2024
8) Building Permit Report as of November 30, 2024
Community Development Director Nick Bobroff reviewed the materials.
DIRECTOR'S REPORT
ATTENDANCE OF PLANNING COMMISSIONERS FOR THE
NEXT MEETING OF MONDAY, January 6, 2025 – All commissioners indicated they would be in attendance.
ATTENDANCE FOR
NEXT MEETING
ADJOURNMENT – Chair La Fevers adjourned the meeting at ? p.m. ___________________________
Secretary, Planning Commission
ATTEST:
___________________________
Chair, Planning Commission
ADJOURNMENT
MINUTES, PLANNING COMMISSION
CITY OF CARPINTERIA
CARPINTERIA, CALIFORNIA
December 2, 2024
Regular Meeting
5:30 P.M.
EXHIBIT 4
City of
Fiscal Year 2024/25 Work Plan
Carpinteria
We plan to succeed
1 TABLE OF CONTENTS
Executive Summary ......... 3
Process ................................. 4
Primary Goals ..................... 6
#1 Enhance Public Outreach, Education and Transparency
#2 Accommodate City Growth while Maintaining a Small Beachside Town #3 Take Steps to Address the Fiscal Sustainability of the City #4 Strengthen Community Institution Collaboration
#5 Invest in a High-Performance Team at City Hall
2 EXECUTIVE SUMMARY
The Carpinteria City Council has established five PRIMARY GOALS for Fiscal Year (FY) 2024/25. The goals are numbered for reference purposes only and do not reflect any order of priority. The following pages outline the process used to develop these goals and provide details on how City staff will support each goal throughout the fiscal year ending June 30, 2025.
Primary Goal
Take Steps to Address the Fiscal
Sustainability of the City
Primary Goal
Invest in a High-Performance Team
at City Hall
Primary Goal
Strengthen Community Institution
Collaboration
Primary Goal
Accommodate City Growth while
Maintaining a Small Beachside Town
Character
3 2
5 4
Primary Goal
Enhance Public
Outreach, Education and
Transparency
1 3
PROCESS
Facilitated by the City’s strategic planning consultant, the FY 2024/25 Work Plan focused on establishing broad goals, defining organizational success, and setting a clear direction for City staff. Input from elected officials, City staff, and the public was carefully considered and incorporated.
Building on this foundation, the City is progressing to a two-year strategic plan, including fiscal years 2025/26 and 2026/27 (FY 2025-2027). As part of the development process for the FY 2025-2027 strategic plan, the City is embarking on a comprehensive, community-driven approach with a strong emphasis on gathering diverse perspectives to ensure City goals align with community priorities.
In addition, the FY 2025-2027 strategic planning process will include an update to the City’s mission and vision statements, as well as development of value statements. The improved process promotes greater inclusion, incorporates data and analysis, and formalizes reporting.
COUNCIL
INPUT
PUBLIC
PARTICIPATION
STAFF
INPUT
Individual
interviews,
facilitated
discussion
Work Plan
meetings
Management staff
session to discuss
implementation of
Council-approved
goals
Individual
interviews,
including preinterview written
assessments
Citywide
bilingual survey
English and
Spanish in-person
workshops and a
bilingual virtual
workshop
Virtual
management staff
session to discuss
implementation of
Council-approved
goals
4 WORK PLAN STRATEGIC PLAN
Full-day City Council retreat/public meeting to
discuss Mission, Vision, values, goals and priorities
Jan. 2024 Jan. & Feb. 2024 Feb. 2024
Dec. 2024 Dec. 2024 - Jan. 2025 Feb. 2025
Jan. 2025
FY 2025/26 - 2026/27 FY 2024/25
Help us shape the future
The first step of our FY 2025-2027 strategic planning process includes inviting the public to complete a Community Survey, which will help inform development of the City’s goals and priorities. Community members are encouraged to participate by completing a brief, confidential online survey using the QR code at right or by visiting the following links for ENGLISH or SPANISH.
The City will also host three community workshops to gather input. We encourage you attend one of the workshops listed below to learn more about the issues facing the City and to share your personal experiences and feedback on what you feel the City’s goals and priorities should be. Dinner and childcare will be provided.
Community workshops
In-Person English
Wednesday, Dec. 4
6:30 - 8 p.m.
Carpinteria Children’s Project
5201 Eighth Street
In-Person Spanish
Thursday, Dec. 5
6:30 - 8 p.m.
Carpinteria Children’s Project
5201 Eighth Street
Zoom Bilingual
Wednesday, Dec. 11
6:30 - 8 p.m.
ZOOM LINK
5 English Survey
Spanish Survey
The Carpinteria City Council is concerned that its current outreach and education efforts are not effectively
reaching all segments of the community. The Council
is eager to hear from a wider range of voices in the
community to ensure that policy decisions reflect the
needs of a diverse group of residents. By strengthening public outreach and promoting transparency in the
decision-making process, the City Council aims to
foster a more informed community, encourage greater
civic engagement and build a more collaborative
relationship between the City and the residents of
Carpinteria.
Enhance Public Outreach, Education
and Transparency
PRIMARY GOAL 1
PRIORITIES
Speak to the community on budget, economics, and tradeoffs.
Continue investments in Spanish language resources.
Formalize the appointment process to commissions and committees.
Assess current communication tools and methodologies.
Track and report on engagement efforts.
Evaluate investing in an ongoing polling tool.
Improve relations with non-profits and organizations that are strongly 1 connected to the Latino community. 2 3
4 5
6 7
8 Create capacity to take on outreach and engagement goals. 6 Primary Goal #1: Enhance Public Outreach, Education and Transparency Department Program Strategic Goals
General
Government
City
Administration
Enhance public participation in Annual Work Plan development process.
Assist the City Council to review and revise, or develop, City Vision, Mission, Goals, and Values for inclusion in the Annual Work Plan.
Enhance community awareness and knowledge of the City’s budget and related activities.
Records
Management
Streamline the agenda packet process.
Reduce use of paper records and increase public’s access to official City documents.
Adopt an electronic signature policy for official City documents.
Establish a formalized process for appointing members to City advisory groups.
Communication
and Community
Provide multilingual closed-captioning on City broadcasted meetings (City Council, Planning Commission, and Architectural Review Board).
Enhance community engagement.
Strengthen partnerships with non-profits and organizations connected to the Latino community.
Develop and implement effective policies and procedures for communication.
Optimize communication tools and methodologies for improved outreach.
Improve tracking and reporting of engagement efforts to measure impact.
Assess the value of investing in an ongoing polling tool to gauge community sentiment.
Administrative
Services
Financial
Management
Services
Engage the community in discussions about the budget, economic factors, and the necessary tradeoffs.
Demonstrate compliance with best practices for budgeting and financial reporting.
To align City staff time and resources with the City Council’s Primary Goals for FY 2024-25, each department within the organization has identified strategic goals for the fiscal year. Below are the Strategic Goals that support Primary Goal #1: Enhance Public Outreach, Education and Transparency. These goals are organized by Departmental Programs. Additionally, staff has outlined specific objectives for each strategic goal, along with performance measures to track progress. For more details, including the budget associated with this primary goal, please visit the following LINK or scan the QR code on the right.
TRANSLATING GOALS INTO ACTION
7 Department Program Strategic Goals
Parks,
Recreation and
Community
Services
Parks,
Recreation and
Community
Services
Administration
Modernize operations and improve customer experience.
Enhance customer engagement and satisfaction through modern communication channels.
Create a vibrant, inclusive community garden that fosters food security, promotes healthy living, and cultivates a strong sense of place for all community members.
Community
Pool Services
Establish and maintain a comprehensive program planning and communication framework.
Library Services Enhance community engagement and literacy to reach a wider audience, promote lifelong learning, and foster a sense of community through shared literary experiences.
Boost library utilization and program participation.
8 The City Council acknowledges the challenge
of managing urban growth and meeting state
housing mandates while preserving the unique
charm and character of Carpinteria as a small
beachside town. The Council is committed
to developing strategies and policies that
promote responsible growth, support economic
development, and preserve the community’s
identity.
Accommodate City Growth while
Maintaining a Small Beachside Town
PRIMARY GOAL 2
PRIORITIES
Complete the implementation of zoning to implement an adopted Housing Element.
Address County development visions impacting the City’s sphere of influence.
Prioritize environmental sustainability and preservation in the context of the small town and the City’s niche tourism activity (Asset-Based Economic Development).
Implement an Anti-Displacement Legislation Package to preserve and improve rental housing inventory housing inventory and neighborhood quality of life.
Continue progress toward the adoption of a General Plan Update.
Continue progress toward the completion of a Downtown Design Overlay.
Prioritize affordable housing. 1
2 3
4 5
6 7
9 Primary Goal #2: Accommodate City Growth while Maintaining a Small Beachside Town
Department Program Strategic Goals
Community
Development
Advance
Planning
Pursue Implementation of the adopted Housing Element.
Continued progress toward adoption of General Plan/Coastal Land Use Plan (GP/CLUP) Update.
Continued implementation of Anti-displacement Legislative Package.
Continued progress toward completion of the Downtown Design Overlay.
Engage in County land use decisions affecting Carpinteria Sphere of Influence.
Housing Explore options for the development of affordable housing.
To align City staff time and resources with the City Council’s Primary Goals for FY 2024- 25, each department within the organization has identified strategic goals for the fiscal year.
Below are the Strategic Goals that support Primary Goal #2: Accommodate City Growth while Maintaining a Small Beachside Town. These goals are organized by Departmental Programs.
Additionally, staff has outlined specific objectives for each strategic goal, along with performance measures to track progress. For more details, including the budget associated with this primary goal, please visit the following LINK or scan the QR code on the right.
TRANSLATING GOALS INTO ACTION
10 Members of the City Council have expressed a
commitment to addressing the fiscal sustainability
of the City and ensuring that adequate funds are
available to meet state mandates, maintain current
service levels, and safeguard against unforseen
challenges. The Council aims to explore strategies
for revenue enhancement, cost management, and
long-term financial planning.
Take Steps to Address the Fiscal
Sustainability of the City
PRIMARY GOAL 3
PRIORITIES
Address the City’s fee schedule to modernize the structure of fees.
Revisit the structure of the business license fee.
Evaluate new revenue sources to assist with funding local initiatives.
Pursue steps to address subsidies of special districts like lighting and 1 landscape districts. 2 3
4 11
Primary Goal #3: Take Steps to Address the Fiscal Sustainability of the City Department Program Strategic Goals
General
Government
City
Administration
Take steps to address subsidies of City assessment districts to make the districts fiscally stable and sustainable.
Improve City’s cost recovery to reduce program subsidies where appropriate.
Research options to increase revenues and present to City Council.
Records
Management
Reduce use of paper records and increase public’s access to official City documents.
Adopt an electronic signature policy for official City documents.
Community
Development
Administration Evaluate new revenue sources to assist with funding local initiatives.
Development
Review and
Building (also
included in
Primary Goal
#4)
Implement improvements to the Business Licensing Process.
Implement efficiency improvements for Building Permit review.
Public Works Capital
Improvements
Increase capital project revenues.
Parks,
Recreation &
Community
Services
Parks,
Recreation &
Community
Services
Administration
Promote fiscal responsibility and community engagement.
Ensure transparency and effectiveness in refunds and cancellations.
Conduct a Comprehensive Fee Study and recommend new fees to City Council.
To align City staff time and resources with the City Council’s Primary Goals for FY 2024-25, each department within the organization has identified strategic goals for the fiscal year.
Below are the Strategic Goals that support Primary Goal #3: Take Steps to Address the Fiscal Sustainability of the City. These goals are organized by Departmental Programs. Additionally, staff has outlined specific objectives for each strategic goal, along with performance measures to track progress. For more details, including the budget associated with this primary goal, please visit the following LINK or scan the QR code on the right.
TRANSLATING GOALS INTO ACTION
12 The City Council aims to enhance collaboration
among various local community institutions,
including Carpinteria Unified School District
(CUSD), non-profit organizations, and other
agencies throughout the County. The goal is that
this strengthened collaboration will result in shared
resources and a unified approach to communityfocused priorities.
Strengthen Community Institution
Collaboration
PRIMARY GOAL 4
PRIORITIES
Revisit relationships with non-profit organizations.
Prioritize collaboration with other agencies and institutions within the County.
Pursue cross-program collaboration and new program implementation.
Develop a regional sediment management plan and messaging.
Develop a Gun Storage Safety Ordinance.
Revisit Joint Use Agreement with Carpinteria Unified School District. 1 2 3
4 5
6 13
Primary Goal #4: Strengthen Community Institution Collaboration Department Program Strategic Goals
General
Government
Communication
and Community
Evaluate and update existing volunteer materials.
Revisit and enhance volunteer trainings
Improve communication methods with volunteers and prospective volunteers.
Developing new ways to recognize volunteer contributions.
Implement improved support initiatives for volunteers.
Community
Development
Housing Increase community awareness of Rental Housing Mediation Program (RHMP) services.
Explore options for the continuation and expansion of the Safe Parking Program.
Seek opportunities to expand and support housing needs for unhoused individuals.
Development
Review and
Building (also
included in
Primary Goal #3)
Implement Improvements to the Business Licensing process.
Implement efficiency improvements for Building Permit review.
Code
Compliance
Multi-family Smoking Ordinance implementation and outreach.
Conduct Entertainment Licensing monitoring.
Conduct GoGov Code compliance activity tracking.
Parks,
Recreation &
Community
Services
Parks,
Recreation &
Community
Services
Administration
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.
Ocean Beach
Services
Streamline and improve customer service for Boathouse operations.
To align City staff time and resources with the City Council’s Primary Goals for FY 2024- 25, each department within the organization has identified strategic goals for the fiscal year. Below are the Strategic Goals that support Primary Goal #4: Strengthen Community Institution Collaboration.
These goals are organized by Departmental Programs. Additionally, staff has outlined specific objectives for each strategic goal, along with performance measures to track progress. For more details, including the budget associated with this primary goal, please visit the following LINK or scan the QR code on the right.
TRANSLATING GOALS INTO ACTION
14 The City Council acknowledges the crucial role of the City Staff team. To further support the team at City
Hall (and all City staff locations), councilmembers
have expressed an interest in investing in
professional development, training, and fostering
a positive work environment to empower and
support City employees. By nurturing a skilled and
motivated workforce, Carpinteria aims to retain
employees long-term and enhance the efficiency
of City operations.
Invest in a High-Performance Team
at City Hall
PRIMARY GOAL 5
PRIORITIES
Invest in staff learning through conferences and other learning tools.
Build a high-performance culture that both yields efficient results and increases staff retention.
Inject a customer service element into City Staff collaboration with stakeholders.
Sustain City Council’s strong reputation for making Carpinteria a stable place to work and build community.
Add software tools to increase staff capability and productivity.
Successfully transition a new senior leadership team. 1 2 3
4 5
6 15
Primary Goal #5: Invest in a High-Performance Team at City Hall Department Program Strategic Goals
General
Government
Staff
Recruitment,
Retention, and
Development
Optimize recruitment process.
Enhance employee benefits program.
Enhance employee development.
Empower staff leaders to oversee department personnel matters.
Administrative
Services
Central Services Update outdated City policies and provide staff with training on the new policies.
Management
Information
Services
Provide resources to all staff to accommodate remote work.
Community
Development
Administration Invest in staff learning through conferences and other learning tools.
Integrate software tools to increase staff capability and productivity.
Development
Review &
Building
Achieve Certified Accessibility Specialist (CASP) for Chief Building Inspector and Plans Examiner.
Continue work towards Master Code Professional designation.
Code
Compliance
Develop and adopt Code Compliance Officer safety standards.
Public Works Public Works
Administration
To enhance department wide operational and production efficiency.
Street, Fleet
and Parks
and Facilities
Maintenance
Increase and diversify maintenance operations capabilities.
Parks,
Recreation and
Community
Services
Parks,
Recreation and
Community
Services
Administration
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.
To align City staff time and resources with the City Council’s Primary Goals for FY 2024-25, each department within the organization has identified strategic goals for the fiscal year. Below are the Strategic Goals that support Primary Goal #5: Invest in a High-Performance Team at City Hal. These goals are organized by Departmental Programs. Additionally, staff has outlined specific objectives for each strategic goal, along with performance measures to track progress. For more details, including the budget associated with this primary goal, please visit the following LINK or scan the QR code on the right.
TRANSLATING GOALS INTO ACTION
16 Department Program Strategic Goals
Parks,
Recreation and
Community
Services
Parks,
Recreation and
Community
Services
Administration
Revise the mission statement for the Parks, Recreation, & Community Services Department.
Implement meeting & training schedule.
Community
Pool Services
Develop and implement a comprehensive staff development and operations program.
Ocean Beach
Services
Develop and implement a comprehensive staff development and operations program for the City of Carpinteria Beach Lifeguard Program.
Library Services Prioritize staff training and development initiatives to ensure a skilled and motivated workforce capable of delivering high-quality services and programs.
17 EXHIBIT 5
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.
GENERAL GOVERNMENT
DEPARTMENT
General Government Department
I. Executive Summary
The General Government Department continues to make significant progress in -2025. Throughout Quarter
2, the department focused on enhancing transparency, streamlining operations, improving community engagement, improving cost recovery, and strengthening internal administrative processes. Notably, several program areas have successfully completed key milestones, including legislative actions, policy development, and program implementation. Still, staff vacancies and competing priorities have contributed to delays in certain initiatives. Looking ahead, the department remains committed to addressing these challenges while advancing its strategic goals for the next quarter.
II. Key Highlights
Major Milestones Achieved:
Legislative and Policy: Adoption of Resolution No. 6346, formalizing the appointment process for City Advisory Groups and approving the City Advisory Group Handbook and Code of Conduct.
Elections: Successful completion of the November 5, 2024, General Municipal Election, including certification of results and City Council reorganization.
Risk Management: Completed audit of all City of Carpinteria contracts and agreements to ensure all vendors meet insurance requirements, including verification of "Additional Insured" status.
Law Enforcement: Welcomed a new Chief of Police, introduced written monthly law enforcement reports, and increased participation in community events.
City Administration: Completed and entered into an agreement with Willdan to commence the AB 939 and Assessment District cost-recovery efforts, and completed data gathering phase of the project.
City Administration / Communication & Community Promotions: For both the Strategic Planning process, coordinated and executed a robust public Trumpets, including a community survey (English and Spanish) and community workshops (English, Spanish, and Bilingual/Virtual), as well as strategic placement of posters, messaging A-frames, advertisements in the Coastal View News, direct engagement via the Library and local non-profits, attendance at community events, and utilization of the Promotoras de Salud program.
Significant Issues or Challenges Encountered:
Staffing vacancies in key positions, particularly in emergency preparedness and communications, have delayed progress in several initiatives.
City of Carpinteria FY 2024/25 2nd Quarter Update
-speaking community,
requiring further assessment of outreach strategies.
Increased competition from neighboring agencies has made recruitment for specialized and senior-level positions more challenging.
The need for improved tracking systems and compliance processes in risk management and training initiatives.
Upcoming Priorities for the Next Quarter
Strengthen communication and community engagement efforts by assessing and improving outreach, including seniors, youth, and Spanish-speaking residents.
Finalize the update to the Injury Illness Prevention Plan (IIPP) and strengthen safety training programs for City staff.
Procure and implement agenda management software to streamline the legislative process and reduce reliance on paper records. including the finalization of the Strategic Equity Plan. update.
The General Government Department remains focused on executing its strategic initiatives while addressing challenges to ensure continued progress in serving the Carpinteria community effectively.
III. Financial Summary
Budget Overview
Major Expenditures:
o Professional Service Contracts with Strategic Planning Consultant Tripepi Smith ($35,275) and engineering firm Willdan ($40,335).
Variance:
o None
Current Fiscal Remaining Percentage
Budget Activity Budget Used
Revenue
41 - Taxes 125,000 $ 30,797 $ 94,203 $ 75%
43 - Intergovernmental 140,000 134,085 5,915 4%
44 - Fines & Forfeitures 500 900 (400) -80%
45 - Charges for Services 1,500 1,414 86 6%
48 - Miscellaneous Revenue 300 1,178 (878) -293%
48 - Miscellaneous Revenue 15,300 14,962 338 2%
48 - Miscellaneous Revenue 3,000 7,817 (4,817) -161%
Revenue Total: 285,600 $ 191,154 $ 94,446 $ 33%
Expenditure
51 - Personnel Services 2,098,450 $ 962,798 $ 1,135,652 $ 54% 52 - Professional Services 7,419,200 3,371,515 4,047,685 55% 53 - Contract Services 58,200 21,146 37,054 64%
54 - Utilities 1,400 616 784 56%
55 - Other Operating Expenses 685,700 338,290 347,410 51% 56 - Non-Operating Expenses 186,550 56,136 130,414 70%
Expenditure Total: 10,449,500 $ 4,750,499 $ 5,699,001 $ 55% City of Carpinteria FY 2024/25 2nd Quarter Update
Major Financial Changes or Concerns
Significant deviations from the budget
o None
Upcoming financial challenges or adjustments
o None
IV. Community Engagement and Outreach
Engagement Activities:
Community survey (English and Spanish).
Community workshops (English, Spanish, and Bilingual/Virtual).
Strategic plan development community engagement via survey and workshops, as well as a robust promotional campaign.
Tabling at Avocado Festival.
Social media engagement.
Solicitation of applications for Boards, Commissions, and Committees.
Feedback Received:
City staff and City Council received several comments regarding development mission statements. Safety, maintaining a small beach town, transportation, and economic vitality were just a few of the items discussed.
Response to Feedback:
City Council received feedback and incorporated public comment into their discussions and revisions to the strategic plan for fiscal years 2025-2027, as City of Carpinteria FY 2024/25 2
nd Quarter Update
Legislative & Policy
Funding source(s): General Fund
Carpinteria Municipal Code: Chapter 2.041 – Sections 2.04.630 and 2.04.640 Strategic Goal: N/A
Status: N/A
Actions Taken This Quarter:
• Adopted Ordinance No. 786, amending Carpinteria Municipal Code Section
8.20 pertaining to public sleeping and camping.2
• Continued work on General Plan/Coastal Plan Update
• Council adopted Resolution No. 6346 in November 2024, adopting the appointment process of public members to the City’s Advisory Groups and approved the City Advisory Group Handbook and Code of Conduct. • Continued work on the City’s Housing Element, including, but not limited to, adoption of Ordinance Nos. 788, 789, 790, and 7913
• Introduced new City Council member Julia Mayer
Challenges:
• None
Next Steps:
• Continue work on the General Plan/Coastal Plan Update • Approve City Council Goals and Priorities for fiscal years 2025-2027 • Approve City Council Norms and Values
• Begin drafting updates to City Vision and Mission
• Consider addition of City Value Statements
• Boards, Commissions, and Committee Appointments
• Onboard new Council member Julia Mayer
1https://library.municode.com/ca/carpinteria/codes/code_of_ordinances?nodeId=TIT2ADPE_CH2.04CICO_2.04.630LE
POESSOCO
2 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=1524&meta_id=96588 3 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=1544&meta_id=97900
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Commissions, Boards, and Committees
Funding source(s): General and Library Funds
AUTHORITY
Best Practice: City CouncilDEPARTMENTAL STRATEGIC GOALS AND STATUS Strategic Goal: Engage the City Council Boards, Commissions, and Committees Review Committee to review and revise program standards, procedures, and processes.
Status: On Track
Actions Taken This Quarter:
Ad Hoc Appointment Process Committee met in October 2024 and reviewed the City Advisory Group Handbook, Code of Conduct, and procedures for the appointment and re-
Council adopted Resolution No. 6346 in November 2024, adopting the approved the City Advisory Group Handbook and Code of Conduct.
In December 2024 staff promoted the new public member appointment process, City Advisory Group Handbook, and the upcoming biennial the Coastal View News, and on A-frame signs placed strategically throughout town.
Challenges:
None
Next Steps:
Culminate all applications received and present to City Council to consider making appointments at a special meeting on February 3, 2025.
City of Carpinteria FY 2024/25 2nd Quarter Update
City Administration
Funding source(s): General Fund
AUTHORITY
City Council Goal #1: Enhance Public Outreach, Education, and Transparency
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Enhance public participation in the Annual Work Plan development process.
Status: Complete
Actions Taken This Quarter:
Conducted community survey and three community workshops to gather Strategic Plan for fiscal
years 2025-2027.
Coordinated and executed a robust public outreach campaign in cooperation aforementioned survey and workshops, as well as strategic placement of posters, messaging A-frames, advertisements in the Coastal View News, direct engagement via the Library and local non-profits, attendance at community events, and utilization of the Promotoras de Salud program.
Challenges:
Engagement of the Spanish-speaking community.
Next Steps:
N/A
Strategic Goal: Assist the City Council to review and revise, or develop, City Vision, Mission, Goals/Priorities, and Values for inclusion in the Annual Work Plan.
Status: On Track
Actions Taken This Quarter:
Selected and coordinated with strategic planning consultant firm Scheduled City Council Retreat (public meeting) for January 18, 2025, to discuss and draft City Council Goals and Priorities, and Norms and Values, as well as to begin drafting revised City Vision and Mission statements and consider the addition of Value statements.
Challenges:
None
Next Steps:
Conduct City Council Retreat/Strategic Planning Session (Q3).
Adopt City Council Goals and Priorities, and Norms and Values (Q3).
Discuss potential addition of drafted Value Statements and possible next steps City of Carpinteria FY 2024/25 2nd Quarter Update
for fiscal years 2025-2027 (current fiscal year example here1) (Q3/Q4).
Strategic Goal:
related activities.
Status: On Track
Actions Taken This Quarter:
Posted Budget Brief to City Website
Challenges:
Limited staff capacity due to vacancies of the Management Assistant and Program Manager positions within General Government, resulting in delays to scheduling and provision of City budget presentations.
Next Steps:
et and
related activities (Q3/Q4).
AUTHORITY
City Council Goal #3: Take Steps to Address the Fiscal Sustainability of the City
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Take steps to address subsidies of City assessment districts to make the districts fiscally stable and sustainable.
Status: On Track
Actions Taken This Quarter:
Completed and entered into an agreement with Willdan to commence the AB 939 and Assessment District cost-recovery efforts.
Admin Services, General Government, and Public Works staff, in coordination with Willdan consultants, completed the data gathering phase and began Assessment Districts.
Draft of the AB 939 fee notice completed.
Challenges:
Berm Assessment District requiring additional analysis previously not identified that is extending timeline.
Next Steps:
Complete proposition 218 notice process and prepare for and complete City Council public hearing to adopt new AB 939 rate (Q3).
Strategic Goal:
appropriate.
1 https://carpinteriaca.gov/wp-content/uploads/2024/11/City-Work-Plan-Draft-Final-11.27.24.pdf City of Carpinteria FY 2024/25 2nd Quarter Update
Status: On Track
Actions Taken This Quarter:
In coordination with Parks, Recreation and Community Services, continued to develop updated fees and rates to ensure cost recovery for use of parks facilities.
Challenges:
None
Next Steps:
In coordination with PRCS bring the cost recovery analysis and plan to City Council for review and adoption (Q3).
Strategic Goal: Research options to increase revenues and present to Council Status: On Track
Actions Taken This Quarter:
At the January 18, 2025, City Council Strategic Planning Retreat, the City Manager initiated discussions with the City Council and the public regarding revenue options to address funding needs for public safety, pavement, the community pool, and parks maintenance
Challenges:
None
Next Steps:
Bring item to Finance Committee to discuss next steps for addressing the funding needs for public safety, pavement, the community pool, and parks maintenance.
City of Carpinteria FY 2024/25 2nd Quarter Update
Records Management
Funding source(s): General Fund
City Council Goal 1: Enhance Public Outreach, Education, and Transparency Strategic Goal: Streamline agenda packet process.
Status: Not Started
Actions Taken This Quarter:
None
Challenges:
None
Next Steps:
Procure agenda management software. (Anticipated Quarter 3 or 4) Develop electronic routing and review of staff reports. (Anticipated Quarter 3 or 4)
Strategic Goal: Reduce use
documents and adopt an electronic signature policy for official City documents.
Status: Not Started
Actions Taken This Quarter:
None
Challenges:
None
Next Steps:
Purchase an Electronic Records Management System for the efficient retention and retrieval of official City documents. (Anticipated Quarter 3 or 4) Adopt an electronic signature policy for official City documents. (Anticipated Quarter 3 or 4)
Strategic Goal: Establish a formalized process for appointing members to City Advisory Groups.
Status: On Track
Actions Taken This Quarter:
Ad Hoc Appointment Process Committee met in October 2024 and reviewed the City Advisory Group Handbook, Code of Conduct, and procedures for the appointment and re-
Council adopted Resolution No. 6346 in November 2024, adopting the approved the City Advisory Group Handbook and Code of Conduct.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
In December 2024 staff promoted the new public member appointment process, City Advisory Group Handbook, and the upcoming biennial the Coastal View News, and on A-frame signs placed strategically throughout town.
Challenges:
None
Next Steps:
Culminate all applications received and present to City Council to consider making appointments at a special meeting on February 3, 2025.
City of Carpinteria FY 2024/25 2nd Quarter Update
Elections
Funding source(s): General Fund
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.
Strategic Goal: Ensure legal and efficient elections process is conducted. Request Consolidation Services from the County of Santa Barbara Elections Division.
Status: Completed
Actions Taken This Quarter:
None
Challenges:
None
Next Steps:
None
Strategic Goal: Assist Council Candidates in Filing Nomination Papers.
Status: Completed
Actions Taken This Quarter:
Processed documents for the TOT Measure.
Challenges:
None
Next Steps:
None
Strategic Goal: Process Documents for Transient Occupancy Tax (TOT) Measure on the Ballot.
Status: Completed
Actions Taken This Quarter:
Prepared for certification of the election results.
Challenges:
None
Next Steps:
None
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Certification of Election and City Council Reorganization.
Status: Completed
Actions Taken This Quarter:
Received certified results from County Elections Division.
Council adopted resolution declaring the results of the November 5, 2024 General Municipal Election.
City Clerk swore in newly elected or reelected Councilmembers.
City Council selected Mayor and Vice Mayor for the next two years.
Challenges:
None
Next Steps:
None
City of Carpinteria FY 2024/25 2nd Quarter Update
Staff Recruitment, Retention, and Development
Funding source(s): General Fund
City Council Goal #5: Invest in a High-Performance Team at City Hall Best Practice: Organizations that prioritize employee retention and professional development create a more engaged workforce, improve institutional knowledge retention, and enhance overall organizational performance. Investing in professional growth opportunities leads to higher job satisfaction, increased productivity, and reduced turnover (Society for Human Resource Management, 2024).
Strategic Goal: Optimize recruitment process.
Status: On Track
Actions Taken This Quarter:
Initiated pre-screen interviews of applicants who meet minimum qualifications to streamline the recruitment process.
Expanded targeted specialized recruitment channels, including professional associations and niche job boards, to attract candidates for senior-level and specialized positions.
Streamlined collaboration with hiring managers by implementing structured recruitment timelines and improving communication.
Continued refining hiring processes through the utilization of the applicant tracking system.
Challenges:
Difficulty attracting candidates for specialized or senior-level positions.
Increased competition from neighboring agencies has made recruitment for specialize and senior-level positions more challenging.
Next Steps:
Complete the Employee Handbook (Q3).
Work with hiring managers to further streamline the selection process by setting clear timelines, developing position-specific supplemental and interview questions, and determining assessments prior to opening the recruitment (Q4).
Develop internal procedures and checklists for part-time and full-time recruitments (Q4).
Strategic Goal: Enhance employee benefits program.
Status: Delayed
Actions Taken This Quarter:
Conducted open enrollment to ensure employees were informed of benefit updates.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Hosted a retirement planning workshop for employees at different stages of retirement (early and mid-career employees, as well as those nearing retirement).
In coordination with Community Development Department, assisted in the creation and implementation of the Employee Social Committee to explore employee staff engagement events.
Drafted telework and pet policies for review by the Executive Management team.
Human Resources and Payroll staff received training on the Human Resources timeliness and accuracy.
Challenges:
Limited staffing and resources.
Budget constraints.
Complexity in coordinating benefit changes across employee units, multiple Difficulty maintaining competitive benefits amid rising healthcare costs and evolving benefit expectations.
Next Steps:
Explore cost-effective benefit enhancements, such as mental health programs offered through the Employee Assistance Program (EAP) or tuition reimbursement (Q3).
Conduct an employee benefits survey to assess satisfaction and identify priority areas for improvement (Q4).
Incorporate wellness topics in at least two of the all-staff quarterly meetings (Q4).
Upon final approval, implement telework and pet policies (Q3). 2025.
Consider increase to employer-paid tuition (Q4).
Expand the deferred compensation program to include a 403(b) and a payroll deduction Roth IRA (Q4).
Strategic Goal: Enhance employee development
Status: Delayed
Actions Taken This Quarter:
Human Resources staff continued researching and identifying development opportunities.
Challenges:
Limited resources and availability for training due to the staffing constraints.
Next Steps:
Expand leadership opportunities for staff through project or committee involvement and the development of employee goals in the evaluation process (Q4).
Develop a structured professional development plan for all employees, ensuring equal opportunities for growth across departments (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Explore online learning platforms and webinars to provide flexible training options (Q4).
Encourage cross-training to build institutional knowledge and reduce dependency on individual staff members (Q4).
Strategic Goal: Empower staff leaders to oversee department personnel matters.
Status: Delayed
Actions Taken This Quarter:
Provided HR support for all personnel issues to Department Directors.
Challenges:
Limited staff availability.
Difficulty identifying training programs
Next Steps:
Research and identify webinars or trainings focused on personnel management and leadership development (Q4).
Establish regular HR check-ins with department leaders to provide ongoing support, address concerns, and share best practices (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Risk Management
Funding source(s): General Fund
AUTHORITY
City Council Resolution: No. 5435, Adopting Injury and Illness Prevention Program, California Tort Claims Act, Cal/OSHA standards, and the Americans with Disabilities Act.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal:
liability exposure.
Status: On Track
Actions Taken This Quarter:
Made progress auditing all City of Carpinteria contracts and agreements to ensure all vendors meet insurance requirements, including verification of "Additional Insured" status.
Initiated the development of a centralized Certificate of Insurance (COI) database to streamline insurance verification processes for all City staff.
Collaborated with the California Joint Powers Insurance Authority (CJPIA) to conduct a comprehensive audit of all past and current City claims.
Continued to work with CJPIA to timely report and address outstanding claims and bring them to resolution; achieved 100% compliance rate for Q2.
Maintained confidential DMV pull-notice driving reports for all eligible employees, with reports updated monthly and maintained securely in compliance with privacy regulations.
Challenges:
A comprehensive review of all vendor contracts and Certificates of Insurance requires meticulous analysis of each vendor's documentation, which can be time-consuming and resource-intensive.
Next Steps:
Complete the Risk Management Evaluation under LossCAP with CJPIA (Q3).
Continue work to verify certificates of insurance (Q3).
Finalize the audit of contracts and insurance requirements (Q3).
Work across department to establish a system for insurance verification for all current and future vendors (Q3).
Schedule and take insurance verification training through CJPIA (Q3).
Advise staff of changes in safety regulations and provide loss prevention information and direction to all City departments (Q4).
Work with City Clerk and Department Heads to incorporate appropriate risk transfer elements in developing contract documentation and tracking procedures to monitor contractor compliance as recommended by CJPIA (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Improve workplace safety
Compensation claims.
On Track
Actions Taken This Quarter:
Made significant progress on the Injury Illness Prevention Plan (IIPP) update with CJPIA support.
Completed the first round of workplace harassment trainings for half of City staff.
Identified mandatory trainings for all staff and begun analyzing training needs for each position.
resolution.
Challenges:
System development of accurately tracking employee training records requires already-limited staff time.
Next Steps:
Complete the mandatory workplace harassment training for all staff (End of Q3).
Schedule CJPIA-identified mandatory and extracurricular trainings to reduce (End of Q3/Q4).
Act as liaison with CJPIA in reporting and monitoring workers' compensation claims and transitional return-to-work policies (End of Q4).
Work with Parks, Recreation & Public Facilities Department and Public Works Departments to monitor a maintenance and inspection program and schedule staff training to meet safety guidelines established by the U.S. Consumer Product Safety Commission as recommended by CJPIA (End of Q4).
Strategic Goal: Ensure the safety, regulatory compliance, and maintenance of City facilities and public spaces.
On Track
Actions Taken This Quarter:
Initiated the update for Americans with Disability Acts (ADA) transition database, DACTrak. This is a progress tracker important for grant and other state and federal funding reporting requirements.
Initiated research and planning for the establishment of a Safety Committee to unify departments in risk management communications.
Challenges:
Updating DACTrak is a time-consuming and complex undertaking that spans across General Government and Public Works departments.
Next Steps:
Continue strengthening collaboration between General Government and Public Works specifically in the realm of rights-of-ways risk management and ADA compliance tracking (End of Q3).
Work with Public Works Department to inspect and monitor City facilities, streets and sidewalks to identify hazardous conditions (End of Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Schedule meetings with the Health and Safety Committee for facility inspections and analysis of loss control, in compliance with Injury, Illness and Prevention Policy (End of Q4).
Strategic Goal: Maintain comprehensive insurance coverage and monitor risk management resources.
Status: On Track
Actions Taken This Quarter:
Initiated an asset audit to identify insurance coverage gaps, including the discovery of uninsured bridges.
Contacted the Assessor's Office to ensure all city-owned parcels are accounted for in insurance coverage.
Completed all mid-year insurance policy updates.
Monitored Risk Management Program funds and identified staff training needs, including Certification of Insurance verification training.
Identified unused risk management funds for General Government department training purposes.
Challenges:
None at this time.
Next Steps:
Finalize the asset audit and update all databases for general oversight and insurance purposes (End of Q3).
End of Q3)
Use Council-approved budgeted funds to attend more CJPIA trainings (end of Q3).
Prepare and monitor budget for Risk Management Division to ensure sufficient funds available for comprehensive insurance coverage (End of Q3).
Continue to Maintain Vehicle Schedules and property inventory (End of Q4).
Ensure complete renewal application forms for All Risk Property Insurance, Crime Prevention Program, Environmental Insurance, and Property Insurance (End of Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Emergency Preparedness
Funding source(s): General and Revolving Funds
AUTHORITY
City Council Resolution: No. 5559 Emergency Operations Plan 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.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic 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: Delayed
Actions Taken This Quarter:
City staff participated in the Girls Inc. Carpinteria Resiliency Event, promoting City programs and gathering community interest
County Office of Emergency Management meeting participation First Wednesday of each month. Resilience Hub Emergency Preparedness meeting participation occurs the third Tuesday of every month Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Kinderkirk Annual presentation (Q4).
San Roque Mobile Home Park Annual presentation, and resident engagement fair (Q4).
Ongoing recruitment efforts for Program Manager in General Government to lead the City's emergency preparedness initiatives (Q3).
Engage the public through creative means, such as, tabling at festivals and City events, as well as, putting on Emergency-preparedness workshops for the public (Q4).
Strategic Goal: Ensure residents are offered the tools and training to endure, and respond to emergency events.
Status: Delayed
Actions Taken This Quarter:
Basic LISTOS trainings have been successfully conducted in both Spanish and English, enhancing community preparedness knowledge.
Conducted initial conversations with the Fire Captain of Summerland Fire District regarding the revitalization of the Community Emergency Response Team (CERT) program.
City of Carpinteria FY 2024/25 2nd Quarter Update
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Continue to engage with the Summerland Fire Department to revitalize the CERT program and to Host at least 1 CERT training this fiscal year (Q4).
Engage the Carpinteria public through creative means, such as, tabling at festivals and City events, as well as, putting on Emergency-preparedness workshops for the public (Q4).
AUTHORITY
State and Federal Mandates: Develop and update emergency response plans and coordinate staff training to comply with federal mandates, including the Stafford Act, HSPD5 for NIMS, and the California Emergency Services Act, ensuring effective local preparedness.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Evaluate existing emergency plans and prioritize need and update.
Status: Delayed
Actions Taken This Quarter:
Created an extensive list of lessons-learned from the all-staff Emergency Operations Center (EOC) event for emergency plans updates.
Worked with CalOES for grant quarterly reporting purposes.
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Work with CalOES to close out the LHMP grant and ensure that all invoices and backing is accounted for in case of Federal Emergency Management Agency audit (Q4).
Update the EOC Activation Handbook (Q4).
Update the Emergency Operations Plan (Q4).
Update the Employee Notification and Reporting Plan (Q4).
Strategic Goal: Work with emergency shelter owners to develop working relationships prior to disaster requests.
Status: Delayed
Actions Taken This Quarter:
Coordinated with Red Cross for the upcoming Shelter training at the Veterans Memorial Building.
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
City of Carpinteria FY 2024/25 2nd Quarter Update
Next Steps:
Host 1 Red Cross Sheltering Training (Q3).
Identify organizations that the City can establish Memorandums of Understandings (MOUs) with for Sheltering and general partnerships in the event of an emergency.
Strategic Goal: Start internal Safety Committee Meetings.
Status: Delayed
Actions Taken This Quarter:
The risk management team has been in contact with California Joint Powers Insurance Authority regarding the implementation of internal safety meetings.
Challenges:
None
Next Steps:
Risk Management team to implement a cross-departmental Safety Committee that incorporates emergency responsiveness (Q4).
Strategic Goal: Start external Safety Committee Meetings.
Status: Delayed
Actions Taken This Quarter:
Talks with Santa Barbara County Office of Emergency Management (OEM), other non-profit organizations have been ongoing in the area of emergency management.
Continued coordination with Summerland Fire District to establishing a new digital platform, Genesys, to increase communications to the Carpinteria public in the event of an emergency.
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Weekly meetings with Genesys consultants and Summerland Fire District to ensure a smooth and comprehensive implementation (Q3).
AUTHORITY
State and Federal Mandates: Train City staff and elected officials to maintain FEMA certifications and enhance Emergency Operations Center effectiveness, aiming for all -700 courses, specific EOC training, and
participate in an emergency exercise by June 30, 2025.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: All staff and elected officials to complete ICS 100, and 700 online by Dec 31,2024.
City of Carpinteria FY 2024/25 2nd Quarter Update
Status: Delayed
Actions Taken This Quarter:
Made progress towards achieving all-staff ICS 100 and ICS 700 compliance.
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Ensure all staff have taken the ICS 100 and ICS 700 training (End of Q4).
Strategic Goal: All staff to complete their assigned EOC section training by May 31, 2025.
Status: On Track
Actions Taken This Quarter:
Coordination with Santa Barbara OEM and Summerland Fire District for future EOC trainings.
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Train new hires in EOC responsibilities (Q4).
Strategic Goal: All staff and elected officials to participate in one City-wide exercise in June 2025.
Status: Delayed
Actions Taken This Quarter:
Coordination with Santa Barbara OEM and Summerland Fire District for future EOC trainings.
Challenges:
Vacancy of Program Manager position in General Government assigned to Emergency Management.
Next Steps:
Conduct an all-staff, elected officials, and CERT volunteer City-wide emergency exercise (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Communication and Community Promotions
Funding source(s): General, PBIA, and PEG Fee Funds
AUTHORITY
City Council Goal #1: 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
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Provide multilingual closed-captioning on City broadcasted meetings (City Council, Planning Commission, and Architectural Review Board).
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Configure the GATV broadcast system to provide Spanish closed-captioning to all City-broadcasted meetings (Q4).
AUTHORITY
City Council Goal #1: Enhance public outreach, education, and transparency
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Enhance community engagement.
Status: Delayed
Actions Taken This Quarter:
Assisted with promotions and solicitation of applications for City Boards, Commissions, and Committees, including content, graphic development, and advertising.
Assisted City Administration to execute a robust public outreach campaign for placement of posters, messaging A-frames, advertisements in the Coastal View News, direct engagement via the Library and local non-profits, attendance at community events, and utilization of the Promotoras de Salud program.
Reorganized and rerecorded the phone tree to engage with the public more efficiently.
City of Carpinteria FY 2024/25 2nd Quarter Update
Challenges:
Engagement of Spanish-speaking community
Next Steps:
Ongoing recruitment for Program Manager in General Government to lead the City's communications efforts (Q3).
Strategic Goal: Strengthen partnership with key non-profits and organizations within the Latino Community.
Status: Delayed
Actions Taken This Quarter:
Collaborated with LISTOS and engaged with other Latino groups in the city for emergency preparedness purposes and Strategic Plan updates.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Identify and reach out to at least five key non-profits and organizations within the Latino community (Q3).
Establish bi-annual collaborative meetings to discuss mutual goals and initiatives (Q4).
Develop joint outreach programs or events that promote community services and resources (Q4).
Strategic Goal: Develop and implement effective policies and procedures for communication.
Status: Delayed
Actions Taken This Quarter:
Piloted a city branding program with Two Trumpets Communications, incorporating key style guidelines into the City Scroll and social media platforms. This initiative aims to establish a consistent and professional visual identity for the City.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Complete draft of the communication plan by Q3 and present it to department heads for review (Q3).
Establish a Social Media policy (Q4).
Strategic Goal: Optimize communication tools and methodologies for improved outreach.
Status: Delayed
Actions Taken This Quarter:
Worked with website contractor, Right Now Media, to have access to analytics page to assess website effectiveness.
Performed basic analysis of website mapping to assess the number of pages associated with Carpinteria website.
City of Carpinteria FY 2024/25 2nd Quarter Update
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Create a standardized reporting template utilizing metrics (Q4).
Implement a monthly review process to analyze engagement data and adjust strategies accordingly (Q4).
Share engagement reports interdepartmentally to ensure transparency and accountability (Q4).
Strategic Goal: Assess the value of investing in an ongoing polling tool to gauge community sentiment.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Research available polling tools and their features, costs, and user feedback (Q4)
Conduct a pilot poll to measure community sentiment on a specific issue and analyze the results (Q4).
Develop a recommendation report on the feasibility of ongoing polling based on pilot results and community needs (Q4).
AUTHORITY
City Council Goal #1: Strengthen Community Institution Collaboration
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Evaluate and update existing volunteer materials.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Review, update, and consolidate all Volunteer-related forms (Q4).
Strategic Goal: Revisit and enhance volunteer training.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
City of Carpinteria FY 2024/25 2nd Quarter Update
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Revisit, audit, and enhance volunteer trainings (Q4).
Strategic Goal: Improve communication methods with volunteers and prospective volunteers.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Establish a clear system of communication between volunteers and the City (Q4).
Work to develop a volunteer newsletter (Q4).
Strategic Goal: Develop new ways to recognize volunteer contributions.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Establish a metrics-based system to monitor the effectiveness of the volunteer program (Q4).
Initiate a Volunteer Recognition event (Q4).
Strategic Goal: Implement improved support initiatives for volunteers.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
Vacancy of Program Manager position in General Government assigned to Communications.
Next Steps:
Distribute a volunteer feedback survey by June 2025 (Q4).
Create a robust metrics-based system for onboarding, monitoring, and managing volunteers (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Economic Vitality
Funding source(s): General Fund and Measure X
City Mission Statement: economic base
in a manner that is consistent with the needs and preferences of the community.
Strategic Goal: Engage and support the Economic Vitality Committee Status: Delayed
Actions Taken This Quarter:
Appointment of new Council member, Julia Mayer, to the Economic Vitality Committee.
Challenges:
Limited staff capacity due to vacancies in the General Government Department.
Strategic delay due to anticipated departure of then Council member Roy Lee (one of two members of the Economic Vitality Committee).
Next Steps:
Schedule Economic Vitality Committee meeting (Q3/Q4).
Strategic Goal: Provide annual Economic Vitality Program report to City Council.
Status: Not Started
Actions Taken This Quarter:
None
Challenges:
Limited utility for report as designed.
Next Steps:
Focus on reporting of economic vitality activities via these quarterly reports and future Economic Vitality Committee reports (Q3/Q4).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Community Services Support Grants
Funding source(s): Measure X and Measure A Funds
AUTHORITY
Other City Policy:
establish a clear and efficient process with a well-defined timeline for completing this vital and sensitive initiative.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: Develop a structured process based on the guidelines established for FY 2024-2025 and beyond.
Status: On Track
Actions Taken This Quarter:
Received City Council directive to establish an end-of-year reporting presentation requirement.
Challenges:
Undertaking a comprehensive program review to address recent staff turnover .
Next Steps:
.
Strategic Goal: Develop a structured process based on the guidelines established for FY 2024-2025 and beyond.
Status: On Track
Actions Taken This Quarter:
Conducted a budget audit of the program and ensured that money was allocated correctly.
Established a tracking system that manages the status of each applicant.
Initiated an analysis of the entire grant process, beginning to end.
Strengthened communication between the City and grant awardees.
Mid-year reports received for most awardees, awaiting mid-year reports for a few organizations.
Challenges:
Undertaking a comprehensive program review to address recent staff turnover Next Steps:
Complete the program analysis and break it down into phases, from beginning to end (End of Q3).
Ensure all organizations received City-issued checks for their grant funds (End of Q3).
Conduct surveys of current grantees, past applicants, and other grant program directors, to improve our grant program (End of Q3).
City of Carpinteria FY 2024/25 2nd Quarter Update
Expand the program by establishing and maintaining a list of contacts in the area who can qualify for funding (End of Q3).
Establish clear communication expectations in the grant process (End of Q3).
Implement a system of metrics in the grant program management process, e.g. number of applicants each year, type of organizations, etc. (End of Q3).
City of Carpinteria FY 2024/25 2nd Quarter Update
Law Enforcement
Funding source(s): General Fund and Measure X
Executed Agreement: Fulfillment of terms per contract with Santa Barbara County enforcement services (fiscal years 2023-2027)
Strategic Goal: Enhance local law enforcement communication and community policing efforts.
Status: On Track
Actions Taken This Quarter:
Introduced new Chief of Police, Lieutenant Rich Brittingham Addition of written monthly law enforcement reports to the City Council (previously provided only verbally).
Provision of monthly law enforcement report for August November 2024.
Addition of stats related to Criminal Investigations conducted within the city of Carpinteria added to monthly reports.
Participation by multiple deputies in numerous community events in October1, November2, and December3.
Challenges:
None
Next Steps:
Continue communications and engagement efforts.
Consider development of formal city-wide engagement efforts (Q3/Q4). 1 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=1538&meta_id=97446 2 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=1550&meta_id=98507 3 https://carpinteria.granicus.com/MetaViewer.php?view_id=2&clip_id=1565&meta_id=99422
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Racial Equity and Social Justice
Funding source(s): Measure X
City Council Resolution: No. 59811
Strategic Goal: Conduct an internal audit of the City organization.
Status: On Track
Actions Taken This Quarter:
None
Challenges:
None
Next Steps:
Group (EPG) staff will meet with the City's internal DEI Committee on February 11th to review and prioritize the actions and strategies outlined in the City's Strategic Equity Plan. After prioritizing the items, we will discuss the scope of the internal DEI audit for the City of Carpinteria. This audit will cover the following areas: public policy review, budgeting and resource allocation, policy evaluation, and staff diversity (Q3/Q4).
Strategic Goal: Continue DEI education for application in City practices, policies, and procedures.
Status: On Track / Delayed
Actions Taken This Quarter:
Conducted meeting with new Chief of Police Services, Lt. Rich Brittingham, to discuss community safety, diversity in law enforcement, and trust building between the .
Challenges:
Limited staffing capacity due to vacancy of the Program Manager position in the General Government Department.
Next Steps:
Review the draft Strategic Equity Plan with our consultants from EPG and provide final report (Q3/Q4).
Strategic Goal: Provide a comprehensive program report to the City Council and community.
Status: On Track
Actions Taken This Quarter:
None
1 https://carpinteriaca.gov/wp-content/uploads/2020/09/Resolution-No.-5981_Committments.pdf
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Challenges:
None
Next Steps:
, EPG, are targeting a presentation date in spring
(Q4).
ADMINISTRATIVE SERVICES
DEPARTMENT
Administrative Services Department
I. Executive Summary
The Administrative Services Department continues to make progress on several City Council Primary Goals, including enhancing public outreach, ensuring fiscal sustainability, and investing in a high-performance team.
Key initiatives include:
Preparing for the FY 2025/26 budget adoption by June 30, 2025, though this process has not yet started.
Maintaining financial transparency, with the FY 2024/25 Budget submitted for the CSMFO Operating Budget Award and plans to submit the FY 2023/24 ACFR for the GFOA Certificate of Achievement.
Progress has been made in evaluating revenue streams, with consultant services engaged for assessment districts and AB939. Upcoming efforts include analysis of Measure B revenue estimates, solid waste fees, and district assessments to ensure financial sustainability and alignment with the City's fiscal goals.
Progress is being made on updating city policies and staff training, including drafting a Cash Handling Policy and planning policies for travel and credit card use. However, limited staffing has caused delays, slowing the pace of these efforts.
Efforts to support remote work have also experienced delays, though a Remote Work Policy has been drafted. Next steps focus on finalizing the policy and procuring necessary resources.
Despite these challenges, the department remains committed to fiscal responsibility, operational efficiency, and workforce development, ensuring the City stays on track toward its strategic goals.
II. Key Highlights
Major Milestones Achieved:
Completed the Annual Audit.
Finalized the Annual Comprehensive Financial Report FY 2023/24.
Significant Issues or Challenges Encountered:
Unforeseen staffing challenges have affected the progress of projects.
Upcoming Priorities for the Next Quarter
Annual benefit implementations
Proposed Midyear adjustments.
FY2025/26 Budget Kickoff.
City of Carpinteria FY 2024/25 2nd Quarter Update
III. 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
IV. Community Engagement and Outreach
Engagement Activities:
None
Feedback Received:
None
Response to Feedback:
None
Current Fiscal Remaining Percentage
Budget Activity Budget Used
Revenue
42 - License & Permits 10,000 $ 5,572 $ 4,428 $ 44%
44 - Fines & Forfeitures 7,500 1,194 6,306 84%
45 - Charges for Services 30,000 21,532 8,468 28%
Revenue Total: 47,500 $ 28,297 $ 19,203 $ 40%
Expenditure
51 - Personnel Services 704,300 $ 328,021 $ 376,279 $ 53% 52 - Professional Services 199,550 52,335 147,215 74%
53 - Contract Services 169,850 63,175 106,675 63%
54 - Utilities 94,000 41,083 52,917 56%
55 - Other Operating Expenses 79,050 30,525 48,525 61%
Expenditure Total: 1,246,750 $ 515,139 $ 731,611 $ 59%
City of Carpinteria FY 2024/25 2nd Quarter Update
Financial Management Services
Funding source(s): General Fund
City Council Goal #1: Enhance public outreach, education and transparency.
Strategic 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: Not Started
Actions Taken This Quarter:
None
Challenges:
None
Next Steps:
Budget Kickoff and Timelines Communicate key budget deadlines and expectations to department heads to ensure a smooth and timely process.
Capital Improvement Budget Meeting Conduct a meeting to review planned capital projects, assess funding availability, and prioritize infrastructure investments.
Revenue Projections and Financial Forecasting Analyze current revenue trends and develop multi-year projections to guide budget decisions.
Department Budget Submissions Establish guidelines and provide departments with instructions for submitting their budget requests.
One-on-One Budget Meetings Schedule meetings with department heads to review budget proposals, discuss adjustments, and align requests with strategic priorities.
Preliminary Budget Development Compile initial budget figures, incorporating department requests and revenue projections for further review.
Strategic Goal: Demonstrate compliance with best practices for budgeting and financial reporting.
Status: On Track
Actions Taken This Quarter:
Submitted State Controller Report
o Streets Report
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Challenges:
None
Next Steps:
Submission of State Controller Reports
o City Financial Report
o Carpinteria Public Improvement Corporation
o Carpinteria Street Lighting District
Submit the FY 2023/24 Annual Comprehensive Financial Report (ACFR) for the GFOA Certificate of Achievement for Excellence in Financial Reporting.
Strategic Goal: To evaluate current revenue streams.
Status: On Track
Actions Taken This Quarter:
Measure B passed and was certified by City Council.
In coordination with General Government and Public Works staff, completed and entered into an agreement with Willdan to commence the AB 939 and Assessment District revenue generation efforts.
Admin Services, General Government, and Public Works staff, in coordination with Willdan consultants, completed the data gathering phase and began s for updating the
Assessment Districts.
Draft of the AB 939 fee notice completed.
Challenges:
None
Next Steps:
Estimate Measure B revenue to understand its financial impact and adjust projections accordingly.
Complete proposition 218 notice process and prepare for and complete City Council public hearing to adopt new AB 939 rates.
Complete preliminary Engineer Reports for Assessment Districts.
City of Carpinteria FY 2024/25 2nd Quarter Update
Central Services
Funding source(s): General Fund
City Council Goal #5: Invest in a High-Performance Team at City Hall.
1. Strategic Goal: Update outdated City policies and provide staff with training on the new policies.
Status: Delayed
Actions Taken This Quarter:
None
Challenges:
Limited staff capacity due to vacancy of Finance Manager position.
Next Steps:
Review Cash Handling Policy
Draft Travel Policy
Draft Credit Card Policy
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Management Information Services
Funding source(s): General Fund, Library Fund, and Recreation Fund City Council Goal #5: Invest in a High-Performance Team at City Hall.
Strategic Goal: Provide resources to all staff to accommodate remote work.
Status: Delayed
Actions Taken This Quarter:
None
Challenges:
General Government has made progress on developing a Remote Work Policy to establish guidelines for necessary resources and accommodations, ensuring effective implementation.
Next Steps:
Finalize Remote Work Policy.
Order equipment/software needed to support remote work.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
COMMUNITY DEVELOPMENT
DEPARTMENT
Community Development
I. Executive Summary
The second quarter of the current fiscal year saw Community Development Department (CDD) staff reach several important milestones towards its advance planning goals: In October, the final two remaining administrative draft Elements of the General Plan/Coastal Land Use Plan update were released to the General Plan Update Committee for public review. In December, following successful preceding meetings with the Architectural Review Board and Planning Commission, the City Council adopted the Housing Element Zoning Amendments package, thereby completing the final local jurisdiction step needed to address Element certification by the Department of Housing and Community Development (HCD).
Next steps for these efforts during the upcoming third quarter include releasing a complete public draft of the General Plan/Coastal Land Use Plan update, and receiving the respective certifications for the Housing Element Zoning Amendments package from HCD and the California Coastal Commission (CCC).
Other important achievements completed during the second quarter include: The successful thereby successfully complying with a state-required mandate. Community Development Department staff continued to prioritize efforts to expand job-relevant training and certifications. Code Compliance staff have initiated efforts to develop outreach and residential
smoking ban, and adoption of Code Compliance Officer Safety Standards to meet another required state mandate.
Despite the varied successes, this quarter was not without its challenges. Two key departmental staff, the Chief Building Inspector/Plans Examiner and Principal Planner, announced their departures from the City. Efforts to recruit for and fill these vacancies are underway and will continue into the next quarter. In the meantime, the City temporarily transitioned to a 100% contractor-supported Building and Safety Services program, which has resulted in expending nearly the entire annual allocation for building plan check and inspection consultant services at the halfway point of the fiscal year. Staff will be requesting approval to redirect or allocate additional funds to this professional services contract to help support staff needs through the end of the fiscal year. Finally, Animal Medical Clinic (AMC) who provides contract animal control services to the City, including kenneling of impounded animals, is undertaking a multi-month remodel and expansion of their facilities which will temporarily preclude AMC from providing kenneling services for large breed dogs. City staff has worked with County Animal Control Services and Santa Barbara Humane Society to secure interim kenneling services and seeks to formalize an arrangement with Santa Barbara Humane Society during the third quarter to maintain ongoing back-up kenneling support for animal control purposes. Both of these challenges illustrate and reinforce the City of Carpinteria FY 2024/25 2nd Quarter Update
need for planning and building in an appropriate level of redundancies into CDD programs to ensure the ability to continue to deliver key services to the community.
II. Key Highlights
Major Milestones Achieved:
Adoption of Housing Element Zoning Amendments package (establishment of Residential/Mixed Use (RMU) zoning district; establishment of Objective Design Standards; rezoning of ~20 acres to RMU district) by City Council in December, and submittal of Housing Element Zoning Amendments package to Department of Housing and Community Development (HCD) and California Coastal Commission (CCC) for their respective certifications.
Released final two administrative draft Elements (Community Design & Land Use) to General Plan Update Committee (GPUC) in October.
Worked with New Beginnings staff, the Land Trust for Santa Barbara County staff, and Carpinteria Open Space Management Advisory Board (COSMAB) members to finalize path for extending the Safe Parking Program beyond the end of the initial two-year pilot term and expand the program from six vehicles maximum to 12 vehicles.
Successfully launched SolarApp+ online permitting software for residential rooftop solar installations in October. 10 permits issued since launch.
Significant Issues or Challenges Encountered:
Vacancy of Chief Building Inspector/Plans Examiner and Principal Planner positions resulted in reduced capacity in the Development Review and Building Program.
Expended annual budget for building plan check and inspection consultant services in effort to temporarily backfill vacant Chief Building Inspector/Plans Examiner position.
Temporary loss of large breed dog kenneling facilities during multi-month planned remodel and expansion of Animal Medical Clinic veterinary facilities.
Upcoming Priorities for the Next Quarter
Achieve respective HCD and CCC certification of Housing Element Zoning Amendments package.
Release complete public draft of General Plan/Coastal Land Use Plan update.
Successfully recruit for and fill vacant CDD positions.
City of Carpinteria FY 2024/25 2nd Quarter Update
III. Financial Summary
Budget Overview
Major Expenditures: None
Variance: Realized revenues continue to outperform anticipated revenues in adopted budget, primarily due to updated permit fees and several large projects submitted for permitting.
o License and Permit fees, and Charges for Services are well ahead of anticipated revenues at end of Q2. Charges for Services, in particular, have already exceeded anticipated revenues for the entire fiscal year.
Major Financial Changes or Concerns
Significant deviations from the budget
o $100,000 budgeted for the entire fiscal year for building plan check and inspection professional services has been nearly fully expended as of the end of Q2 due to increased permit activity and temporary transition to 100% consultant-provided Building and Safety services following vacancy in Chief Building Inspector and Plans Examiner position.
Upcoming financial challenges or adjustments
o CDD will request additional funds be redirected or allocated to building plan check and inspection professional services to cover ongoing use of consultant services through the end of the fiscal year.
These additional funds can be largely offset by temporary salary savings realized by vacant Chief Building Inspector and Plans Examiner position, and by increased permit revenues.
IV. Community Engagement and Outreach
Engagement Activities:
in October.
Attended City-County Joint Affordable Housing Task Force meeting in October.
Current Fiscal Remaining Percentage
Budget Activity Budget Used
Revenue
42 - License & Permits 265,850 $ 212,699 $ 53,151 $ 20% 43 - Intergovernmental 200,000 18,450 181,550 91%
44 - Fines & Forfeitures 87,000 42,827 44,173 51%
45 - Charges for Services 347,000 361,128 (14,128) -4%
46 - Interest 8,000 10,356 (2,356) -29%
48 - Miscellaneous Revenue 2,500 626 1,874 75%
Revenue Total: 910,350 $ 646,085 $ 264,265 $ 29%
Expenditure
51 - Personnel Services 1,611,175 $ 735,986 $ 875,189 $ 54% 52 - Professional Services 498,250 112,767 385,483.05 77% 54 - Utilities 1,500 637 863.08 58%
55 - Other Operating Expenses 32,600 6,808 25,791.54 79% Expenditure Total: 2,143,525 $ 856,198 $ 1,287,327 $ 60% City of Carpinteria FY 2024/25 2nd Quarter Update
Attended General Plan Update Committee (GPUC) meetings in October and December.
Attended Architectural Review Board (ARB) meetings in October, November and December.
Attended Planning Commission hearings in October, November and December.
Attended City Council meetings in October, November and December.
CDD staff attended annual Coastal Housing Coalition conference in December.
Feedback Received:
Public input and GPUC comments received on the draft Land Use and Community Design Elements at GPUC meetings.
Public input received during ARB, Planning Commission and City Council hearings for the Housing Element Zoning Amendments package.
Community requests for staff augmentation of Code Compliance services.
Generally positive feedback from the builder community concerning the interim consultant-provided building plan check and inspection services.
Community input concerning need to prioritize construction of affordable housing.
Response to Feedback:
Public feedback on draft General Plan Elements will be incorporated into the complete public draft targeted to be released in Q3.
Public comments received during the course of the Housing Element Zoning Amendments package informed subsequent revisions and refinements to the proposed ordinance, and have prompted consideration of additional sites for future rezones.
CDD staff will request consideration of budgeting for additional Code Compliance Officer position as part of next fiscal year budget.
CDD staff exploring options for additional funding to maintain consultant building plan check and inspection services in support of CDD staff.
CDD staff continuing to explore strategies for promoting and facilitating affordable housing with the intent to provide City Council with a menu of possible strategies for further consideration at a future date (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Administration
Funding source(s): General Fund, Measure X, State-Awarded Grants City Council Goal #5: Invest in a High-Performance Team at City Hall.
Strategic Goal: Invest in staff learning through conferences and other learning tools.
Status: On Track
Actions Taken This Quarter:
Assistant Planner, Megan Musolf, attended the annual Coastal Housing (AEP) California Environmental Quality Act (CEQA) Basics webinar in December.
Code Compliance Supervisor, David Hernandez, attended the annual California Association of Code Enforcement Officers (CACEO) conference in November.
Principal Planner, Mindy Fogg, attended a leadership retreat in October for the California chapter of the Association for Environmental Professionals (AEP) (for which she is the CA chapter president).
Community Development Department (CDD) staff attended a training in October put on by the Tri-County Regional Energy Network (3C-REN) concerning recent changes to the CA Green Code.
Challenges:
AEP CEQA Essentials Workshop cancelled in October due to the Mountain Fire in Ventura County. Assistant Planner Megan Musolf and Associate Planner Marysol Smith were enrolled to attend.
Loss of staff this past quarter (i.e., Chief Building Inspector/Plans Examiner and Principal Planner) impairs department capacity, results in loss of institutional memory, and redirects staff resources to cover staffing shortfall until positions can be filled.
Next Steps:
CDD staff to attend webinar on Multifamily Housing Inspection and Enforcement in January 2025 (Q3).
CDD staff to attend AEP conference in May 2025 (Q4)
Senior Planner, Syndi Souter, to attend Subdivision Map Act training in May 2025 (Q4).
Successfully complete recruitment for new Chief Building Inspector/Plans Examiner and Principal Planner (Q3).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Integrate software tools to increase staff capability and productivity.
Status: On Track
Actions Taken This Quarter:
CDD staff attended a demo from GovWell software sales representatives in December.
SolarApp+ software successfully launched in October. Since the launch, CDD has issued 10 building permits via the online permitting platform.
Challenges: None
Next Steps:
Continue evaluation and ranking of software platforms (Q3).
Obtain current quotes for top software platform vendors (Q3).
Select vendor and execute contract for new permit platform (Q4).
City Council Goal #3: Take Steps to Address the Fiscal Sustainability of the City.
Strategic Goal: Evaluate new revenue sources to assist with funding local initiatives.
Status: On Track
Actions Taken This Quarter:
permits. The Surcharge generated approximately $11,000 in Q2 (~$21,000 year-to-date) that will help pay for annual costs for new online permitting platform.
calculators to reflect the current adopted fee schedule.
Challenges:
-of-date and/or
incorrect building permit fee calculators, resulting in some building permits being undercharged by ~15%.
Despite recent citywide efforts to update the City fee schedule, building permit fees remain out of date and have not kept pace with inflation over the years since the last comprehensive update.
Next Steps:
permits (Q3 and Q4).
Monitor building permit fees calculated by city consultants to ensure correct fees are charged (Q3).
Explore options for completing a comprehensive building permit fee study for next fiscal year (Q4).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Advance Planning
Funding source(s): General Fund, Measure X, State-Awarded Grants City Council Goal #2: Accommodate city growth while maintaining the small beachside town character.
State Mandate: California Planning and Zoning Law requires local jurisdictions to adopt and maintain a General Plan and Housing Element consistent with the requirements of Government Code section 65302.1
Strategic Goal: Pursue Implementation of the adopted Housing Element.
Status: On Track
Actions Taken This Quarter:
Multifamily Residential Objective Design Standards recommended for approval by Architectural Review Board in October.
Housing Element Zoning Amendments package (Establishment of Residential/Mixed Use (RMU) zone district; Objective Design Standards; Rezoning of ~20 acres of City land to RMU) recommended for approval by Planning Commission in November and adopted by City Council in December.
Submitted Housing Element Zoning Amendments package to the CA Department of Housing and Community Development (HCD) and the California Coastal Commission (CCC) for respective certifications in December.
Met with CCC and HCD staff to resolve potential inconsistencies with state guidance re: Accessory Dwelling Unit (ADU) Ordinance updates.
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 Q3.
Density Bonus ordinance update paused pending outcome of state legislative cycle triggering potential for additional required updates. Staff will recommence work on this effort in Q3.
Next Steps:
Complete respective certifications of Housing Element Zoning Amendments Package with HCD and CCC (Q3).
1 Authority for and scope of General Plans:
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=GOV§ionNum=65302
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Resolve pending comments from CCC- HCD coordinated review of ADU ordinance updates and proceed with re-adoption and CCC certification (Q3).
Recommence work on Density Bonus Ordinance updates. Schedule for City Council first reading and submit Local Coastal Plan Amendment (LCPA) application to CCC (Q3).
Initiate work on Zoning Code amendments to address Special Needs and Supportive Housing legislation to comply with current state law (Q3).
Strategic Goal: Continued Progress Toward Adoption of General Plan/Coastal Land Use Plan (GP/CLUP) Update.
Status: On Track
Actions Taken This Quarter:
Released remaining administrative drafts of Community Design and Land Use Elements to GPUC) for public review
in October and held a second meeting to continue review of these Elements in December.
Initiated work in the preparation of the Programmatic Environmental Impact Report (PEIR) for the General Plan/Coastal Land Use Plan update.
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 outof-date analysis and data, requiring additional staff and consultant resources to refresh data and revise analyses.
Grant funding supporting this effort will expire at end of 2025, despite work effort likely carrying into 2026 and beyond. Staff will work with grantor to explore options for an extension and/or additional funding to help support ongoing work efforts.
Next Steps:
Release of complete public draft of the GP/CLUP update (Q3).
Release Notice of Preparation (NOP) and hold scoping hearing(s) in support of the preparation of PEIR (Q3/Q4)
Strategic Goal: Continued Implementation of Anti-displacement Legislative Package.
Status: Not Started
Actions Taken This Quarter: None
Challenges:
Initiation of updates to Short-term Rental (STR) Ordinance delayed due to complexity and scope of higher priority projects (e.g., Housing Element rezones).
Next Steps:
Begin work on STR Ordinance updates (Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Continued Progress Toward Completion of the Downtown Design Overlay.
Status: 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 Zoning Amendments package (i.e., RMU Objective Design Standards), which were recommended for approval by the ARB in October and by the Planning Commission in November, and adopted by the City Council in December.
Objective Design Standards submitted to CCC for certification as part of Housing Element Zoning Amendments package in December.
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 instead
allowed under state housing laws.
Objective Design Standards for Housing Element rezone sites currently moving forward as part of the larger Housing Element Zoning Amendments package (discussed above).
Next Steps:
Recommence work on objective design standards for other City districts and neighborhoods (Q4).
Strategic Goal: Engage in County Land Use Decisions Affecting Carpinteria Sphere of Influence.
Status: On Track
Actions Taken This Quarter:
Participated in an additional meeting with Santa Barbara County Local Agency Formation Commission (LAFCO) and County of Santa Barbara staff in December re: formation of Memorandum of Agreement (MOA) to formalize communication between City and County concerning pending projects in City Sphere of Influence and/or Planning Area.
Engage in ongoing dialog with CCC staff re: County Housing Element rezones in Carpinteria Valley.
Remain engaged in County planning processes re: cannabis land use ordinance amendments and Bailard Multifamily Project.
Challenges:
Limited staff capacity to devote to ongoing in-depth engagement with the County re: cannabis land use matters.
Next Steps:
Review draft MOA with LAFCO and County of Santa Barbara (Q3).
City of Carpinteria FY 2024/25 2nd Quarter Update
Continue engagement with CCC re: County Housing Element rezones (Q3/Q4).
Continue engagement with County of Santa Barbara re: cannabis ordinance amendments and Bailard Multifamily Housing Project (Q3/Q4).
City of Carpinteria FY 2024/25 2nd Quarter Update
Housing
Funding source(s): Affordable Housing Fund
City Council Goal #2: Accommodate City Growth while Maintaining a Small Beachside Town Character.
Strategic Goal: Explore options for the development of affordable housing.
Status: On Track
Actions Taken This Quarter:
CDD staff attended quarterly City-County Joint Affordable Housing Task Force Meeting in October.
Assistant Planner, Megan Musolf, attended the Coastal Housing Coalition conference in December.
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 (Q3/Q4).
Attend next quarterly Joint Affordable Housing Task Force meeting (Q4).
City Council Goal #4: Strengthen Community Institution Collaboration.
Strategic Goal: Increase Community Awareness of Rental Housing Mediation Program (RHMP) services.
Status: Not Started
Actions Taken This Quarter:
Staff continues to refer interested parties to the RHMP services. Use of RHMP services by Carpinteria tenants and landlords remains on pace with instances at end of Q2).
Challenges:
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.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Next Steps:
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.).
Strategic Goal: Explore options for the Continuation and Expansion of the Safe Parking Program.
Status: On Track
Actions Taken This Quarter:
Staff has continued dialogue with New Beginnings staff concerning possible continuation and expansion of services. New Beginnings staff has confirmed willingness and ability to continue services and expand capacity from six to 12 vehicles.
Reported on planned continuation and expansion of Safe Parking Program to Carpinteria Open Space Management Advisory Board (COSMAB). No objections from COSMAB to proposed continuation/expansion.
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.
Seeking second site for large vehicles (RVs, etc.).
Next Steps:
Return to Council with update on Safe Parking Program and to request expansion of program from six to 12 vehicles (Q3).
Return to Council with proposed contract extension to continue Safe Parking Program past initial two-year pilot phase (Q4).
Continue to search for secondary sites for large vehicle Safe Parking Program (Q3/Q4).
Strategic Goal: Seek opportunities to expand and support housing needs for unhoused individuals.
Status: On Track
Actions Taken This Quarter:
City Council adopted Ordinance to amend public camping regulations to Staff finalized update to Public Camping Administrative Policy in October.
Challenges: None
Next Steps:
Continue efforts with Dignity Moves to identify prospective sites for tiny home village (Q3/Q4).
Initiate Ordinance updates for Special Needs and Supportive Housing (Q3).
City of Carpinteria FY 2024/25 2nd Quarter Update
Development Review and Building
Funding source(s): General Fund
City Council Goal #3: Take Steps to Address the Fiscal Sustainability of the City.
City Council Goal #4: Strengthen Community Institution Collaboration.
Strategic Goal: Implement Improvements to the Business Licensing Process.
Status: Delayed
Actions Taken This Quarter:
Ongoing coordination efforts with third-party business licensing contractor to identify problems, and improve review process workflow and efficiency.
Continue to attempt to work through Business License review backlog and provide guidance to customers/applicants.
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 (Q3).
Establish regularly-scheduled staff working group to ensure timely review of applications in queue and troubleshoot discrete application issues (Q3).
Prepare and publish applicants guide for licensing (Q4).
Work towards workflow and process improvements in application review and processing (Q4).
Strategic Goal: Implement Efficiency Improvements for Building Permit Review.
Status: On Track
Actions Taken This Quarter:
Continuing to utilize 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.
Temporarily transitioned to 100% contract-based Building and Safety services following Chief Building Inspector and Plans Examiner vacancy in October. Contract inspector provides inspection services for Carpinteria -
basis.
Initiated recruitment process for new Chief Building Inspector and Plans Examiner. Made employment offer to candidate in December.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Continued research and evaluation of new permit tracking platforms (see Community Development Department (CDD) Administration Program for more details).
Officially launched online permitting platform, SolarApp+, for residential rooftop solar permits (see CDD Administration Program for more details) in October.
Challenges:
1. 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.
2. Allocated fiscal year budget for building plan check and inspection consultant services has nearly been expended due to temporary transition to 100% consultant-based Building and Safety services necessitated by Chief Building Inspector and Plans Examiner vacancy as of October. Will need to redirect funds and/or request additional allocation at upcoming mid-year budget adjustment.
3. Limitations of outdated permit software constrain building permit process improvement efforts. Transition to new improved software will resolve this impediment.
Next Steps:
Complete hiring process and onboarding for new Chief Building Inspector and Plans Examiner (Q3).
Request mid-year budget adjustment to allocate additional funds to building plan check and inspection services contracts to support CDD staff (Q3).
Continue to research and evaluate online permitting platforms (Q3) and make selection for awarding of contract (Q4).
City Council Goal #5: Invest in High-Performance Team at City Hall.
Strategic Goal: Achieve Certified Accessibility Specialist (CASP) for Chief Building Inspector and Plans Examiner.
Status: Delayed
Actions Taken This Quarter: None
Challenges:
Vacancy of Chief Building Inspector and Plans Examiner position has stalled this effort. Once new Chief Building Inspector and Plans Examiner is successfully hired and onboarded, a new timeline to pursue this goal can be set.
Next Steps:
Work with new Chief Building Inspector and Plans Examiner to establish realistic plan and timeframe to pursue completion of this goal (Q3/Q4).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Continue work towards Master Code Professional designation.
Status: Not Started
Actions Taken This Quarter: None
Challenges:
Vacancy of Chief Building Inspector and Plans Examiner position as of October has stalled this effort. Plan to work with newly hired replacement Chief Building Inspector and Plans Examiner to reevaluate this goal.
Next Steps:
Work with new Chief Building Inspector and Plans Examiner to reevaluate ability to complete this goal, or consider realigning goal to a revised target to (Q3).
City of Carpinteria FY 2024/25 2nd Quarter Update
Code Compliance
Funding source(s): General Fund
City Council Goal #4: Strengthen Community Institution Collaboration.
Strategic Goal: Multi-family Smoking Ordinance Implementation and Outreach.
Status: Delayed
Actions Taken This Quarter:
Drafting of outreach/education materials have begun by Code Compliance staff.
Challenges:
Lack of staff capacity and competing priorities has delayed ability to make more extensive progress on this effort. Working with Code Compliance and Long Range Planning staff to reevaluate timelines and deliverables.
Next Steps:
Develop and launch outreach and educational materials for multifamily residential smoking ban (Q4).
Ban takes effect (end of Q4).
Strategic Goal: Entertainment Licensing Monitoring.
Status: On Track
Actions Taken This Quarter:
Continued monitoring and gathering sound level readings for live music performances at Island Brewing Company in October.
Licensed one additional business (Sunburst Winery) in October.
Challenges:
Live entertainment (and resultant noise complaints) often occurs 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. Will continue to periodically reschedule Code Compliance officer shifts to allow for weekend evening noise monitoring of live entertainment events.
Next Steps:
Provide live entertainment program status update to City Council (Q3).
Continue periodic sound monitoring of live music events (Q3/Q4).
Strategic Goal: GoGov Code Compliance Activity Tracking.
Status: On Track
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Actions Taken This Quarter:
Continued logging and tracking of code compliance cases in GoGov and provided quarterly Code Compliance report to City Council in October.
Challenges:
Incomplete logged data from past years limits the ability to provide meaningful long-term trends analysis until additional years of complete data is captured.
Data accuracy, including staff time devoted to different tasks, has improved as Code Compliance staff has become better at inputting data.
Next Steps:
Continue to improve reporting and trend analysis as part of quarterly reports (ongoing).
Provide City Council with next quarterly report (Q3).
City Council Goal #5: Invest in High-Performance Team at City Hall.
Strategic Goal: Develop and Adopt Code Compliance Officer Safety Standards.
Status: On Track
Actions Taken This Quarter:
Code Compliance staff have gathered examples from other jurisdictions and begun preparation of an administrative draft.
Challenges: None
Next Steps:
Complete administrative draft Code Compliance Officer Safety Standards and circulate for internal staff review (Q3).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Animal Control
Funding source(s): General Fund
Other City Policy: Enhance public safety through animal control-related education, outreach, and enforcement.
Strategic Goal: Increase compliance with dog leash and pet clean-up laws.
Status: On Track
Actions Taken This Quarter:
Continued periodic weekly patrols of open space areas and contacts with offleash dog owners. 1 off-leash contact made in Q2.
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. (Q3).
Advocate for reinstatement of additional Code Compliance Officer as part of next fiscal year budget (Q4) to allow for assignment of Code Compliance staff to regular park patrol duties.
Best Practice: Promote animal welfare and safety.
Strategic Goal: Obtain Animal Control Officer Training / Certification.
Status: Not Started
Actions Taken This Quarter: None
Challenges:
Animal Control Officer certification will incur an additional expense not anticipated in current fiscal year budget. Review training budget and consider mid-year budget adjustment to redirect funds to this training.
Next Steps:
Pursue training / certification for at least one Code Compliance Officer (Q4).
Strategic Goal: Enhance Effectiveness of, and Participation in, Dog Licensing Program.
Status: Delayed
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Actions Taken This Quarter:
Research for new permit platform includes consideration for licensing modules in support of migrating various City licensing programs, including dog licensing, to the new online platform.
Continuing to work with local veterinary offices and businesses to support City in dog licensing efforts.
Challenges:
Limited staff capacity. Working with other City staff to complete simple website updates, and to develop and launch social media materials.
Current dog licensing software is difficult to maintain and keep current.
Annual licensing renewals not readily supported by current software.
Next Steps:
Update website information (Q4).
Develop social media materials (Q4).
Continue research into online permitting and licensing platforms (Q3/Q4) with aim to be ready to recommend awarding of contract to new vendor for next fiscal year.
Strategic Goal: Improve Effectiveness of Pet Adoption Program.
Status: On Track
Actions Taken This Quarter:
Two dogs successfully adopted/rehomed during Q2.
Outreach via City newsletter regarding dog foster/volunteer opportunities in October
Coordinated advertising re: adoptable pets via city website and social media platforms in October.
Establishing arrangements with County Animal Control Services and Santa Barbara Humane Society to support City staff with kenneling of impounded animals and adoption in December.
Challenges:
Planned remodel and expansion of Animal Medical Clinic (AMC) facilities temporarily resulted in closure of kenneling facilities for large dogs forcing City staff to seek temporary alternative arrangements. City has reached out to County Animal Control Services and Santa Barbara Humane Society, and received commitments from both to support and assist City with both temporary and ongoing kenneling needs.
Limited dog foster volunteers; particularly for large breed dogs.
Next Steps:
Prepare administrative policy re: pet adoption outreach and advertising (Q4).
Continue outreach efforts to build animal foster/volunteer corps (Q3/Q4).
Finalize and execute Service Agreement with Santa Barbara Humane Society for kenneling support services (Q3).
PUBLIC WORKS
Public Works Department
I. Executive Summary
In the Engineering Division, each of the three programs (Public Works Administration Program; Capital Improvements Program; and Transportation, Parking and Lighting Program) are currently assigned goals by the City Council. The Public Works Administration Program goal is to enhance departmentwide operational and production efficiency. Within this reporting period, the three (3) Parks and Facilities Attendant positions are outfitted with mobile smart phones to utilize GoGov and for use during rental events at Veterans Memorial Building. Review of customer satisfaction surveys continue to be conducted in weekly Department staff meetings, and adjustments of operational efficiency are made as needed. There are no major challenges to date in implementing the goal.
The Capital Improvements Program goal is to increase capital project revenues. Within this reporting period, Department staff researched California Department of Parks and Recreation grant opportunities such as the Land and Water Conservation Fund Grant Cycle and Outdoor Recreation Legacy Partnership Program, respectively, for both parks and alternative transportation (e.g., trails) capital projects in the Capital Improvement ; however,
the applications were scored low in the critical area of disadvantaged communities (due , negatively impacting
. This remains the major challenge to date in
advancing the goal.
The Transportation, Parking and Lighting Program goal is to increase availability of alternative transportation. No actions were taken within this reporting period because there is a shortage of qualified transit drivers resulting in delays to anticipated microtransit service, The Wave.
In the Sustainability and Environment Division, each of the three programs (Resource Conservation Program, Solid Waste Program, Watershed Management Program) are currently assigned goals by the City Council. The Resource Conservation Program goal is to reduce greenhouse gas emissions. Within this reporting period, a funding application was accepted for replacement of one of the Maintenance Division tractors with an allIncentive Program, Department staff developed a fleet electrification roadmap for City vehicles. However, work is delayed toward development of 100% energy sustainable and resilient City facilities. Funding for solar and battery storage projects is oversubscribed and faces some uncertainty for future cycles. Department staff continues to monitor funding opportunities. Further, procurement of all-electric maintenance equipment and vehicles is still in progress; however, technological advances could cause delays in delivery of some products.
City of Carpinteria FY 2024/25 2nd Quarter Update
The Solid Waste Program goal is to reduce waste and increase landfill diversion. Within this reporting period, all four (4) commercial accounts for curbside organic collection service that previously were not in compliance were contacted and brought into compliance. Department staff continued outreach to food and beverage providers to reach full compliance with City regulations related to single-use plastic take-out foodware and retail sale regulations regarding single-use plastic foodware and mylar ballons.
Further, Department staff continued work with the General Government Department toward full cost recovery (i.e., elimination of general fund subsidies) for solid waste programming, specifically through proposed revisions to AB 939 fees on residential and commercial solid waste rates.
The Watershed Management Program goal is to protect local watersheds, and there is one (1) quantifiable objective. Within this reporting period, a revision was made to the development and construction tracking database as well as associated documents.
Further, an evaluation of cost reporting was conducted in compliance with new State Water Resources Control Board (SWRCB) regulations. The major challenge to date is new requirements for cost reporting, as well as those in the draft Phase II MS4 Permit, which are expected to require significant staff resources and additional funding.
In the Maintenance Division, the overarching goal of the three programs (Street Maintenance Program, Fleet Maintenance Program, and Parks and Facilities Maintenance Program) is to increase and diversify maintenance operations capabilities.
Within this reporting period, two (2) maintenance staff, one from the Street Maintenance Program and the other from the Parks and Facilities Maintenance Program, completed landscape irrigation skills training in November 2024. Further, the part-time Parks and Facilities Attendant staff were trained in special event hospitality skills for public facility rentals (e.g., Veterans Memorial Building rentals). The major challenge to date is the limited staff capacity to complete service requests.
II. Key Highlights
Major Milestones Achieved:
Maintenance staff are outfitted with at least one mobile workspace device (i.e. rugged tablet and/or mobile smart phone)
All thirteen (13) Fiscal Year 2024/25 programmed capital projects are in progress.
The construction phase of three (3) capital projects are complete or substantially complete:
o 2022 Pavement Rehabilitation
o Former Venoco Oil Pipeline #0470 Abandonment Project
o Via Real Stormwater Project
Ten (10) capital projects are under design.
All four (4) commercial accounts that previously were not in compliance were contacted and brought into compliance.
Significant Issues or Challenges Encountered:
Capital Improvement Program grant applications were able to demonstrate a technical need, however, critical evaluation points are awarded City of Carpinteria FY 2024/25 2nd Quarter Update
to disadvantaged communities (for which Carpinteria does not qualify) making it difficult to secure needed grant funding.
Shortage of qualified transit drivers has resulted in delays to anticipated microtransit service.
Funding for solar and battery storage projects is oversubscribed and faces some uncertainty for future cycles. Staff continues to monitor funding opportunities.
Restaurants have a high turnover rate, so regular site visits will be necessary for continued compliance. Additionally, some foodware items do not have nonplastic alternatives.
New requirements for cost reporting as well as those in the draft Phase II MS4 Permit are expected to require significant staff resources and funding. The true impacts of this are unknown at this time.
Limited capacity to complete projects due to staffing constraints.
Upcoming Priorities for the Next Quarter
Continue to research and pursue any grant program for eligible pavement improvement projects as well as for other infrastructure project needs.
Continue to transition equipment to all-electric as funding and equipment availability allows.
Approval of proposed 5% AB 939 fee increase to fully fund solid waste programming.
Continue engagement with the SWRCB about the draft Phase II MS4 Permit.
Continue revision of construction inspections and development project tracking, as required by the Phase II MS4 Permit.
III. Financial Summary
Current Fiscal Remaining Percentage
Budget Activity Budget Used
Revenue
41 - Taxes 234,450 $ 140,224 $ 94,226 $ 40%
42 - License 8,300 14,765 (6,465) -78%
43 - Intergovernmental 11,900,300 994,397 10,905,903 92% 44 - Fines & Forfeitures 2,050 478 1,572 77%
45 - Charges for Services 299,000 173,053 125,947 42%
46 - Interest 20,150 28,635 (8,485) -42%
47 - Special Assesments 198,400 117,926 80,474 41%
48 - Miscellaneous Revenue 25,000 57,058 (32,058) -128% Revenue Total: 12,687,650 $ 1,526,536 $ 11,161,114 $ 88% Expenditure
51 - Personnel Services 1,927,900 $ 918,913 $ 1,008,987 $ 52% 52 - Professional Services 379,050 263,703 115,347 30%
53 - Contract Services 1,248,350 399,969 848,381 68%
54 - Utilities 422,100 167,640 254,460 60%
55 - Other Operating Expenses 548,100 168,438 379,662 69% 57 - Capital Outlay 19,506,150 6,252,690 13,253,460 68% Expenditure Total: 24,031,650 $ 8,171,353 $ 15,860,297 $ 66% City of Carpinteria FY 2024/25 2nd Quarter Update
Budget Overview
Major Expenditures: None.
Variance: None.
Major Financial Changes or Concerns
None.
IV. Community Engagement and Outreach
Engagement Activities:
A majority of the activities were conducted in the Capital Improvements Program (e.g., public workshops and construction notices) and Solid Waste Program (e.g., educational outreach of new solid waste laws).
Feedback Received:
No major exceptions to said activities.
Response to Feedback:
None to date.
City of Carpinteria FY 2024/25 2nd Quarter Update
Public Works Administration
Funding source(s): Gas Tax, General Fund, and Measure A
AUTHORITY
City Council Goal #5: Invest in a High-Performance Team at City Hall.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To enhance departmentwide operational and production efficiency.
Status: On Track
Actions Taken This Quarter:
The three (3) Parks and Facilities Attendant positions are outfitted with mobile smart phones to utilize GoGov, as needed, and for use during rental events at Veterans Memorial Building.
Continuing to review customer satisfaction surveys in weekly Department staff meetings and adjusting operational efficiency, as needed.
Department is currently coordinating with the General Government Department in drafting telework policy.
Challenges:
None.
Next Steps:
Finalize and implement telework policy, including development of hybrid work schedules to improve staffing flexibility while maintaining excellent customer service and departmental productivity.
City of Carpinteria FY 2024/25 2nd Quarter Update
Capital Improvements
Funding source(s): Capital Improvement Fund, Development Impact Fee, Gas Tax, General Fund, Local Transportation Fund, Measure A, Parking and Business Improvement Area Assessment, Revolving Fund, and Road Maintenance Rehabilitation Fund
AUTHORITY
City Council Goal #3: Take Steps to Address the Fiscal Sustainability of the City.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To increase capital project revenues.
Status: On Track
Actions Taken This Quarter:
Researched California Department of Parks and Recreation grant opportunities such as the Land and Water Conservation Fund Grant Cycle and Outdoor Recreation Legacy Partnership Program, respectively, for both parks and alternative transportation (e.g., trails) capital projects in the Capital Improvement Plan.
Challenges:
;
however, the applications were scored low in the critical area of disadvantaged communities (due to distance formulas
status),
Next Steps:
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 2nd Quarter Update
Street, Fleet, and Parks and Facilities Maintenance
Funding source(s): Capital Improvement Fund, Gas Tax, General Fund, Library Fund, Local Transportation Fund, Measure A, Measure X, Park Maintenance Fund, Recreation Services Fund, R-O-W Assessment District, and Tidelands Trust
AUTHORITY
City Council Goal #5: Invest in a High-Performance Team at City Hall.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To enhance departmentwide operational and production efficiency.
Status: On Track
Actions Taken This Quarter:
Two (2) maintenance staff, one from the Street Maintenance Program and the other from the Parks and Facilities Maintenance Program, completed landscape irrigation skills training in November 2024.
Trained part-time Parks and Facilities Attendant staff in special event hospitality skills for public facility rentals (e.g., Veterans Memorial Building rentals).
Challenges:
Limited staff capacity to complete service requests.
Next Steps:
Conduct annual equipment operation training.
City of Carpinteria FY 2024/25 2nd Quarter Update
Transportation, Parking and Lighting
Funding source(s): Capital Improvement Projects Fund, Local Transportation Fund, Measure A, Parking and Business Improvement Area Assessment District, R-O-W Assessment District, and Street Lighting Assessment District
AUTHORITY
Transportation Committee Resolution No. 5928
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To increase availability of alternative transportation.
Status: Delayed
Actions Taken This Quarter:
None.
Challenges:
According to the Santa Barbara Metropolitan District (SBMTD) General Manager Jerry Estrada, there is a shortage of qualified transit drivers resulting in delays to anticipated microtransit service, The Wave.
Next Steps:
Schedule a Transportation Committee Meeting for Q3 to include status reporting by SBMTD.
City of Carpinteria FY 2024/25 2nd Quarter Update
Solid Waste
Funding source(s): AB 939, Revolving, and Solid Waste Franchise Fees
AUTHORITY
Sustainability Community Policy Resolution No. 5500
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To enhance departmentwide operational and production efficiency.
Status: On Track
Actions Taken This Quarter:
All four (4) commercial accounts for curbside organic collection service that previously were not in compliance were contacted and brought into compliance.
Continued outreach to food and beverage providers to reach full compliance with City regulations related to single-use plastic take-out foodware and retail sale regulations regarding single-use plastic foodware and mylar ballons.
Staff is currently conducting a second round of outreach to all businesses. Businesses are allotted 60 days from the date of the second visit to become compliant before enforcement begins.
Continued work with the General Government Department toward full cost recovery (i.e., elimination of general fund subsidies) for solid waste programming, specifically through proposed revisions to AB 939 fees on residential and commercial solid waste rates.
Challenges:
Restaurants have a high turnover rate, so regular site visits will be necessary for continued compliance. Additionally, some foodware items do not have non-plastic alternatives.
Next Steps:
Schedule outreach events to educate the community on organic waste diversion, including residential composting workshops.
Continue outreach to all businesses subject to Carpinteria Municipal Code Chapter 8.50.
Approval of proposed 5% AB 939 fee increase to fully fund solid waste programming.
City of Carpinteria FY 2024/25 2nd Quarter Update
Watershed Management
Funding source(s): Development Impact Fees, Gas Tax, General Fund, Measure A, and Revolving Funds
AUTHORITY
Sustainability Community Policy Resolution No. 5500; National Pollutant Discharge Elimination System (NPDES) Phase II Small Municipal Separate Storm Sewer System (MS4) Permit
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To enhance departmentwide operational and production efficiency.
Status: On Track
Actions Taken This Quarter:
Revision of development and construction tracking database as well as associated documents.
A new tracking sheet was developed and is in utilization, and associated documents for inspections and maintenance agreements will be updated in Q3.
Evaluation of cost reporting in compliance with new State Water Resources Control Board (SWRCB) regulations.
This action is ongoing. The SWRCB recently adopted a cost reporting requirement for all municipalities, which will be implemented under the new draft Phase II MS4 Permit. This requirement is expected to take significant staff resources to meet. In anticipation of that, staff began preparing for this in Q2. Tracking will eventually include all departments that work on any element of Phase II MS4 Permit implementation and will be due in the fifth year of that permit. Estimated time spent on this by agencies involved in the pilot program were 1 full-time employee for 3 months per year.
Challenges:
New requirements for cost reporting as well as those in the draft Phase II MS4 Permit are expected to require significant staff resources and funding. The true impacts of this are unknown at this time.
Trash Implementation Plan regulations. This action is delayed, as the permit has not yet been adopted and draft provisions could require updates to the Trash Implementation Plan. Additionally, these plans require Regional Water Quality Control Board Executive Officer Approval, which has not been obtained.
Next Steps:
Continue engagement with the SWRCB about the draft Phase II MS4 Permit.
Continue revision of construction inspections and development project tracking, as required by the Phase II MS4 Permit.
City of Carpinteria FY 2024/25 2nd Quarter Update
Resource Conservation
Funding source(s): General Fund and Measure X
AUTHORITY
Sustainability Community Policy Resolution No. 5500
DEPARTMENTAL STRATEGIC GOALS AND STATUS
Strategic Goal: To reduce greenhouse gas emissions.
Status: On Track / Delayed
Actions Taken This Quarter:
A funding application was accepted for replacement of one of the Maintenance Division tractors with an all-electric tractor.
U Incentive
Program, staff developed a fleet electrification roadmap for City vehicles.
The City opted to delay purchase of an all-electric street sweeper due to changing technology.
Challenges:
Work is delayed toward development of 100% energy sustainable and resilient City facilities. Funding for solar and battery storage projects is oversubscribed and faces some uncertainty for future cycles. Staff continues to monitor funding opportunities.
Procurement of all-electric maintenance equipment and vehicles is still in progress; however, technological advances could cause delays in delivery of some products.
Next Steps:
Continue to transition equipment to all-electric as funding and equipment availability allows.
PARKS, RECREATION & COMMUNITY SERVICES
Parks, Recreation and Community Services
I. Executive Summary
The Parks, Recreation, and Community Services Department continues to enhance community engagement, streamline operations, and expand services. This quarter, key accomplishments included launching new AgeWell initiatives, hosting the first AgeWell Community Forum, and improving accessibility to BBQ/Picnic and Veterans Hall rentals through our online platform, RecDesk. Progress continues on development of key policies related to cancellations, refunds, sponsorships, and fundraising.
The Carpinteria Community Pool remains a community resource, supporting local athletics, swim lessons, and senior programs. A newly published annual program calendar has improved transparency, and work continues on a Staff Policy & Procedures Handbook.
Ocean Beach Services is preparing for its 2025 season, focusing on equipment readiness and operational planning.
The Carpinteria Library made significant strides in literacy and outreach, serving 1,938 program participants and hosting a well-attended Know Your Rights forum. Priorities for the next quarter include training a new Literacy Coordinator, launching a digital newsletter, and expanding community programs.
Staff development remains a priority across all divisions, with ongoing training and professional development opportunities. The department remains focused on improving efficiency, expanding programs, and strengthening community partnerships to better serve Carpinteria residents.
II. Key Highlights
Major Milestones Achieved:
Coast Guard inspection and approval of all kayaks and stand-up paddleboards.
Hosted 658 Adult Lap Swims, 1,338 Senior Lap Swims, 157 Aqua Aerobics classes, 289 Masters Swims, and 10 Youth Rec Swim entries at the Community Pool.
Hosted the first AgeWell Community Forum Meeting.
Launched a monthly AgeWell WISE column in Coastal View News.
Organized a Veterans Storytelling Hour.
Started a weekly Lotería program for Spanish-speaking seniors. 1,938 Library Program participants
.
Significant Issues or Challenges Encountered:
Limited staff capacity due to key Program Manager position vacancy.
Upcoming Priorities for the Next Quarter
City of Carpinteria FY 2024/25 2nd Quarter Update
Planning and scheduling for upcoming summer season.
Finalize comprehensive Policies & Procedures staff handbook.
Finalize department wide cancellation and refund policies. .
Select the .
Begin recruitment for the new City Librarian.
III. 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
IV. Community Engagement and Outreach
Engagement Activities:
Participated in Avocado Festival.
Hosted a booth at Girls Inc. Trunk or Treat event.
Hosted an AgeWell community forum meeting.
Started monthly AgeWell WISE column for Coastal View News (CVN).
Monthly book review in the CVN and quarterly column from the Library.
Forum in Spanish with English translation.
Hosted Aliso Elementary second graders at the Library.
Current Fiscal Remaining Percentage
Budget Activity Budget Used
Revenue
41 - Taxes 159,100 $ 92,676 $ 66,424 $ 42%
42 - License & Permits 300 120 180 60%
43 - Intergovernmental 238,250 6,060 232,190 97%
45 - Charges for Services 910,600 629,070 281,530 31%
46 - Interest 5,000 10,407 (5,407) -108%
47 - Special Assessments 20,400 13,382 7,018 34%
48 - Miscellaneous Revenue 200,100 80,107 119,993 60%
Revenue Total: 1,533,750 $ 831,822 $ 701,928 $ 46%
Expenditure
51 - Personnel Services 1,788,500 $ 799,201 $ 989,299 $ 55% 52 - Professional Services 131,700 40,663 91,037 69%
53 - Contract Services 134,350 47,033 87,317 65%
54 - Utilities 168,500 62,606 105,894 63%
55 - Other Operating Expenses 328,200 61,861 266,339 81% 57 - Capital Outlay 40,000 9,760 30,240 76%
Expenditure Total: 2,591,250 $ 1,021,124 $ 1,570,126 $ 61% City of Carpinteria FY 2024/25 2nd Quarter Update
Librarians spoke at a Head Start Parent meeting and attended a Canalino Parent Meeting.
Participated in the Carpinteria Fair.
Held monthly Library Advisory Commission Meetings, Ad Hoc Harbor Seal Advisory Committee Meetings and Carpinteria Open Space Management Advisory Body Committee meetings.
Participated in bi-monthly Black Gold Cooperative Library System.
Participated in monthly Friends of the Library meetings.
Feedback Received:
Project was well attended and provided important information to attendees. Library staff have received many inquiries about resources for immigrants and several community members have offered to volunteer to support related activities.
Response to Feedback:
Plans are underway for several events, including two scheduled outreach events designed to connect people with opportunities to support immigrants in the community.
AgeWell incorporated programming and ideas suggested by forum participants, an example of which is a monthly column in the CVN to keep the community informed and engaged.
City of Carpinteria FY 2024/25 2nd Quarter Update
Parks, Recreation & Community Services
Administration
Funding source(s): General Fund, Measure X, Tidelands Fund, Recreation Fund, and Revolving Funds
City Council Goal #5: Invest in a High-Performance Team at City Hall.
Strategic 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: On Track / Delayed
Actions Taken This Quarter:
Hired a part time Recreation Leader to work at the front counter of City Hall to provide in person customer service.
department.
Challenges:
The vacancy of the Program Manager position has delayed progress on this goal.
Next Steps:
Meet with Risk Management to review policies and procedures that need to be included in the staff handbook (Q3).
Plan the first all-staff department meeting (Q3).
Continue to draft employee handbook and collect relevant and necessary materials (Q3).
Strategic Goal: Revise the mission statement for the Parks, Recreation & Community Services Department.
Status: Not Started
Actions Taken This Quarter:
None.
Challenges:
None.
Next Steps:
Solicit ideas from staff for a mission statement (Q3).
Begin drafting a mission statement (Q3).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Implement meeting & training schedule.
Status: On Track
Actions Taken This Quarter:
Weekly meetings have been established and are ongoing.
Challenges:
None
Next Steps:
Schedule a department wide all staff meeting.
City Council Goal #1: Enhance Public Outreach, Education and Transparency.
Strategic Goal: Modernize operations and improve customer experience. Enhance customer engagement and satisfaction through modern communication channels.
Status: On Track
Actions Taken This Quarter:
Reservations for BBQ/Picnic rentals and Veterans Hall Rentals have been moved to the online
Aquatics and AgeWell programs continue to be migrated over to the online calendar for internal planning and scheduling purposes.
Challenges:
Updating outdated policies and procedures to simplify and improve workflows.
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.
Strategic 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: On Track
Actions Taken This Quarter:
Continued monthly garden e-newsletter.
Connected with gardeners to encourage volunteer participation in the community garden and foster a sense of community among participants.
Challenges:
None
Next Steps:
Collaborate with gardeners to establish workshops and educational sessions.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
City Council Goal #4: Strengthen Community Institution and Collaboration Strategic 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: On Track
Actions Taken This Quarter:
Attended non-profit collaborative council meeting.
Held first planning meeting with Cottage Hospital Trauma Services for fallprevention course.
Held an AgeWell community forum meeting.
Started monthly AgeWell WISE column for Coastal View News.
Hosted Veterans Storytelling Hour event.
Met with New Beginnings Clinical Director about Veterans mental health services.
Started weekly Lotería program for Spanish speakers.
Started weekly Spanish PEARL group with FSA.
Hosted bi-weekly Compassion Club lectures.
Hosted HICAP training.
Hosted Legal Aid Foundation presentation.
Challenges:
None.
Next Steps:
Continue developing engaging programming and foster diverse engagement with our community.
Continue to pursue funding opportunities.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Community Pool Services
Funding source(s): Measure X and Recreation Funds
City Council Goal #1: Enhance Public Outreach, Education and Transparency Strategic Goal: Establish and maintain a comprehensive program planning and communication framework.
Status: On Track
Actions Taken This Quarter:
Created an annual program calendar for Community Pool activities and programs has been completed and posted online. The annual calendar will undergo updates as programming changes may occur.
Challenges:
None.
Next Steps:
Maintain and update calendar as needed.
City Council Goal #5: Invest in a High-Performance Team at City Hall.
Strategic Goal: Develop and implement a comprehensive staff development and operations program.
Status: Delayed
Actions Taken This Quarter:
Work continues on the creation of a Staff Policy and Procedures Handbook.
Staff continue work on formalizing and memorializing existing policies and procedures and implementing new policies and procedures as needed.
Challenges:
Staff must balance handbook development with their daily responsibilities in operating the Community Pool, limiting the time and capacity available to dedicate to this project.
Next Steps:
Continue working on Staff Policy & Procedures Handbook (Q3).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Ocean Beach Services
Funding source(s): General Fund, Measure X, and Tideland Trust Funds City Council Goal #3: Take Steps to Address the Fiscal Sustainability of the City Strategic Goal: Streamline and Improve Customer Service for Boathouse Operations Status: Completed
Actions Taken This Quarter:
None.
Challenges:
None.
Next Steps:
None.
Carpinteria Municipal Code (CMC) 2.20.080 establishing Ocean Beach Services.
Strategic Goal: Develop and implement a comprehensive staff development and operations program for the City of Carpinteria Beach Lifeguard Program.
Status: Delayed
Actions Taken This Quarter:
Work continues 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:
Staff must balance handbook development with their daily responsibilities in operating the Community Pool, limiting the time and capacity available to dedicate to this project.
Next Steps:
Continue working on Staff Policy & Procedures Handbook (Q3).
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
Strategic Goal: Ensure the continuation and success of the Junior Lifeguard Program.
Status: On Track
Actions Taken This Quarter:
Scheduled Junior Guard (JG) Swim Test dates.
Creating the 2025 JG calendar including competition dates and field trips Inventoried and ordered supplies.
Challenges:
None.
Next Steps:
Revise participant survey for Summer 2025 to allow for data collection vs. open ended questions which cannot be quantified.
Continue planning and scheduling for upcoming spring and summer seasons.
Continue inventorying and purchasing of equipment and supplies.
City of Carpinteria FY 2024/25 2nd Quarter Update
Library Services
Funding source(s): Measure X
City Council Goal #1: Enhance public outreach, education, and transparency.
Strategic 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: On Track
Actions Taken This Quarter:
Conditional offer of employment sent to Literacy Coordinator candidate in December 2024.
Challenges:
None.
Next Steps:
Onboard and train the Literacy Coordinator (Q3)
Schedule new tutor meetings (Q3)
Organize literacy materials (Q3)
Strategic Goal: Boost Library Utilization and Program Participation.
Status: On Track
Actions Taken This Quarter:
Researched books for a community reads program.
Quarterly Library Column in the Coastal View News (CVN).
Provided monthly book recommendations in CVN.
Offered a new book club program in December.
Challenges:
Staff capacity to create a digital newsletter.
Next Steps:
Create a paper Library calendar.
Begin the process of creating a digital newsletter.
March and April.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
City of Carpinteria FY 2024/25 2nd Quarter Update
City Council Goal #5: Invest in a High-Performance Team at City Hall.
Strategic Goal: Prioritize staff training and development initiatives to ensure a skilled and motivated workforce capable of delivering high-quality services and programs.
Status: On Track
Actions Taken This Quarter:
Held Q2 Library staff training.
Fulltime Library staff attended the California Library Association conference.
Participated in the County of Santa Barbara Emergency Operations Center (EOC) training.
Challenges:
None.
Next Steps:
Participate in City provided anti-harassment staff training.
Community Outreach Library staff will attend the upcoming Creando Enlaces conference.
DEPARTMENTAL STRATEGIC GOALS AND STATUS
AUTHORITY
EXHIBIT 6
City of Carpinteria
COUNCIL AGENDA STAFF REPORT
ITEM FOR COUNCIL CONSIDERATION
Annual Progress Report on General Plan Implementation
STAFF RECOMMENDATION
Accept the 2024 General Plan Annual Progress Report and direct the Community Development Director to submit the Report to the Governor’s Office of Land Use and Climate Innovation (LCI) and the Department of Housing and Community Development.
Sample Motion: I move to accept the 2024 General Plan Annual Progress Report and to direct the Community Development Director to submit the Report to the Governor’s Office of Land Use and Climate Innovation and the Department of Housing and Community Development.
BACKGROUND
Pursuant to California State law (Government Code § 65400), each City and County is required to prepare and present an annual report to its legislative body on the status of the General Plan and progress on its implementation. The law requires that a copy of this General Plan Annual Progress Report (GP APR) be submitted to both the Governor’s Office of Land Use and Climate Innovation (LCI)
1 and the California Department of Housing and Community Development (HCD). The Community Development Department (CDD) will send the GP APR to LCI and HCD, and post the document on the City’s website, pursuant to the Council’s direction.
The GP APR is submitted separately from, but is related to, the Housing Element Annual Progress Report, which the Council discussed at its March 10, 2025 meeting. The Housing Element Annual Progress Report is included as an exhibit to the GP APR.
DISCUSSION
The General Plan identifies the central goal of the community as follows:
To preserve the essential character of our small beach town, its family-oriented residential neighborhoods, its unique visual and natural resources and its open, rural surroundings while enhancing recreational, cultural and economic opportunities for our citizens.
1 Formerly known as the Governor’s Office of Planning and Research (OPR).
Agenda Section: Other Business
Agenda Item No.: 17
Council Meeting Date: March 24, 2025
2024 General Plan Annual Progress Report
March 24, 2025