HomeMy WebLinkAbout1988-12-20; City Council; 9799; City Council Goals & ObjectivesCI"' OF CARLSBAD - AGENr2 BILL 37
DEPT. HD.
CITY ATTV!!!!!
-* '* CITY MOW-
CITY COUNCIL ITG. 12/20/88 GOALS AND OBJECTIVES
IEPT.
RECOMMENDED ACTION:
To receive a staff presentation on the 1988 City Council Goals and
Objectives and establish goals for 1989.
ITEM EXPLANATION:
In December 1987, the City Council established its goals for 1988, by
dividing them into five categories representative of the general service
areas of city departments: Administration, Community Development, Cultural
and Recreational, Safety, and Utilities/Maintenance. Subsequently, each department formulated specific objectives to carry out each of the Council goal s.
Since the adoption of the 1988 Goals, staff has kept the Council appraised of the progress made on each of the objectives established for these goals for the first and second quarters of 1988. report is attached as Exhibit #1 and staff will be providing presentations
in each of the five service areas along with projections of what will be accomplished by the end of this year.
The third quarter progress
Following these presentations, the City Council will be asked to take a short break while staff arranges the Chambers to allow for the City Council
to consider its 1989 goals. After the break, the City Manager will
overview a recently completed survey dealing with the values of our
organization.
goals and objectives system.
The Values Survey was undertaken as part of the overall
After a review of the Values Survey, the City Council will be asked to
review its current goals and establish new goals for 1989.
In January 1989, a summary of the 1988 year-end accomplishments will be
provided to the City Council. Also, during this month, the work program and specific objectives in conjunction with the new 1989 City Council Goals will be presented at a Council meeting.
EXHIBITS :
1. Third Quarter Progress Report of Goals and Objectives
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11.
CITY COUNCIL GOALS AND OBJECTIVES
DECEMBER 20, 1988
INTRODUCTION
STAFF PRESENTATIONS
- ADMINISTRATIVE SERVICES
- COMMUNITY DEVELOPMENT
- CULTURAL & RECREATIONAL SERVICES
- SAFETY SERVICES
- UTILITIES/MAINTENANCE
111. -- BREAK -- 5 MINUTES
IV VALUES SURVEY REVIEW
VD ESTABLISH GOALS FOR 1989
STRATEGIC VALUES IMPORTANT IN THE FUTURE SUCCESS OF CARLSBAD
FINANCIAL STABILITY (80)
QUALITY OF LIFE CONCERNS (79)
TOP QUALITY SERVICES (74)
TIMELY RESPONSE TO CITIZENSKUSTOMERS (73)
MANAGEMENT EXCELLENCE (73)
GROWTH MANAGEMENT (70)
EMPLOYEE DEVELOPMENT (69)
CUSTOMERKITIZEN SATISFACTION (69)
ECONOMIC DEVELOPMENT (66)
EMPLOYEE PRODUCTIVITY (64)
REGIONAL PLANNING (64)
CITIZEN PARTICIPATION (63)
CITY-COMMUNITY JOINT INVOLVEMENTS (62)
PUBLIC IMAGE (62)
EFFICIENCY ORIENTATION (61)
- STRATEGIC VALUESe
1. FINANCIAL STABILITY - ACHIEVING
SOUND FISCAL POLICIES RESULTING
IN A BALANCED REVENUE AND
EXPENDITURE BASE MOST CRITICAL
FOCUS FOR THE 2.QUALITY OF LIFE CONCERNS - FUTURE CREATING A LIVING ENVIRONMENT
WHICH IS ENVIRONMENTAL
SENSITIVE, FREE OF POLLUTION,
NON-CONGESTED, AESTHETICALLY AND
ARCHITECTURALLY PLEASING AND
OFFERS WELL-ROUNDED CULTURAL,
RECREATION AND OTHER ENHANCED
QUALITY OF LIFE OPPORTUNITIES.
3.TOP QUALITY SERVICES - DELIVERING THE HIGHEST QUALITY
SOCIAL, RECREATIONAL, CULTURAL,
INFRASTRUCTURE, COMMUNITY
DEVELOPMENT AND PUBLIC SAFETY VERY IMPORTANT SERVI C ES
4.TIMELY RESPONSE TO CITIZENKUSTOMERS - PROVIDING
AS IMMEDIATE AND PRACTICAL A
RESPONSE AS IS POSSIBLE TO THE
CITIZENS
5.MANAGEMENT EXCELLENCE - HAVING
THE HIGHEST POSSIBLE LEVEL OF
EFFICIENCY, EFFECTIVENESS AND
TALENT IN THE MANAGEMENT GROUP
-\ TACTICAL :ALUES IMPORTANT id THE FUTURE SUCCESS OF CARLSBAD
(MODES OF CONDUCT TO ACHIEVE STRATEGIC VALUES)
INTEGRITY (79)
OPEN COMMUNICATIONS (78)
POSITIVE ATTITUDE (76)
TEAM ORIENTATION (76)
INNOVATION (76)
FLEXIBILITY & ADAPTABILITY (76)
FREEDOM TO MANAGE (75)
PROACTIVE ORIENTATION (74)
RESPONSIVENESS (74)
ORGANIZATION DEVELOPMENT AND RENEWAL (73)
THOROUGHNESS (73)
TRAINING AND EDUCATION (72)
CUSTOMER ORIENTATION (71)
FAIRNESS (71)
-- TACTICAL VALUEe
1. INTEGRITY - BEING HONEST AND
ABOVE BOARD
2. OPEN COMMUNICATIONS - ISSUE
OPENLY DISCUSSED, NOT "BEHIND
CLOSED DOORS. 'I WILLINGNESS TO
DISAGREE WITH EACH OTHER
REGARDLESS OF RANK AND STATUS
3. POSITIVE ATTITUDE - REACTING IN
A POSITIVE WAY TOWARD PEOPLE AND
WHAT YOU ARE DOING
4. TEAM ORIENTATION - WORKING
TOGETHER IN A COORDINATED AND
OF INDIVIDUAL DIFFERENCES IN
MAKING A CONTRIBUTION TO THE
WHOLE
COOPERATIVE WAY. APPRECIATING
5. INNOVATION - THE ABILITY TO
DEVELOP AND IMPLEMENT NOVEL AND
IMAGINATIVE APPROACHES AND
SOLUTIONS; FINDING NEW, CREATIVE
AND BETTER WAYS OF DOING THINGS. ENTREPRENEURIAL ATTITUDE.
6. FLEXIBILITY AND ADAPTABILIN - CAPACITY TO QUICKLY CHANGE IN
AND/OR CHANGING CIRCUMSTANCES;
ORDER TO MEET NEEDED RESULTS
BEING PREPARED TO ACCOMMODATE TO
OTHERS OR SITUATIONS, DESPITE
THE POSSIBILITY OF SOME PERSONAL
OR ORGANIZATIONAL INCONVENIENCE.
7. FREEDOM TO MANAGE - HAVING THE
NECESSARY AUTHORITY OR AUTOMONY
TO CARRY OUT RESPONSIBILITIES
THE ORGANIZATIONAL UNIVERSE
Most human organizations are complex: they consist of individuals, informal and/or formal groups, divisions, and so on. They have operational characteristics, implicit or explicit objectives and philosophies, and various levels of morale. In addition, they function within settings that sometimes contain canfiicting pressures. It is necessary to separate and identify the systems that constitute the organization before one can choose what to observe and where to placa emphasis in managing change within the organization. The Organizational Universe model provides a basis for looking through the whole at those stmchrres and processes that need to be monitored before change can be managed effectively.
VALUES ........... . .,
At the core of any human organization is. a set of values, an undedying
philosophy that defines the reasan for the existence of the organization, the purpose for which it is established. So long as there is consensus on values among persons in position$ of power and inffuencs'within the organization, the work activity is likely to be marked by cooperation and coordination. Priorities are generally obvious, because the commitment to a commonty held set of values usually - motivates people to wok together in flexible ways..
Unfortunately, the vdutklon which the organizatiun was originally based frequently become lost in the shuffle of everyday work. One nonprofit association wzu created to provide lowast insurancs for members of a religious group. When it began to amass profits, it provided grants to the religious gmup for viuious projects. Its function then was changed; it became a political force within the system it was founded to serve. Other nonprofit organizations may find that obtaining funding has attained a higher priority than providing service.
Organizational values affect purpose and management philosophy. When these values are not held in common, the lack of consensus creates a tension that can preclude organizational effectiveness. Managers may engage in empire building in order to further their careers at the expense of the coordinated functioning of the entire system. Thus, managers may need to consider values that are internal to the organization in addition to the tradition ones of making a profit and/or providing quality sewicas. These internal organizational values include: Cooperation Functional impersonal conflict Strategic openness Acceptanca of interdependenca Achievement of objectives Respect and dignity in the Clarity treatment of people Accsptanca of responsibility Commitment to studying the Thoroughness functioning of human systems Systematic problem solving Expressions of feelings as well Confrontation as points of view Providing and soliciting feedback Autonomy for individuals and Concreteness groups Authenticity Prcwctiors; rather than madon
Experimentation
Factors that affect organirational values am often covert and difficult to manage. Influential insiders and the prevailing reward system can sometimes "shape" the value system of the organization. The stability of the work force and the focus of recruitment can influenca the dominant set of values adhered to by the system. Crises, SUCC~SS~S, and failures also can lead to values shifts, as can the almost inexorable procasses of hierarchy, routine, and standardization. The permeability of the organization - its susceptibility to outside intrusion -- can be a determinant of the the stability of its core values. The value changes that result from these factors generally lead to institutionalization, rigidity, looseness, pluralism, or chaos. Managers need to be aware of the status of the value system underfying the operation of the organization in order to ensure that at least a moderate amount of consensus exists regarding the basic purpose of the organization.
To maintain organitational values, a manager must monitor the extent to which people espouse a arnmon set of assumptions, philosophies, and purposes, and - more importantly - must exhibit value-oriented managerial behavior. The following are some things that managers can do to focus attention on values.
1. Keep organizational values explicit whenever possible.
2. Share your own values with your subordinates.
3. Support and model commitment to organizational values.
4. Assess the "fir between organizational values and those of workers. 5. Make value ansiderations a valid part of the agenda at meetings. 6. In problem solving, question values as well as facts and proC8dureS.
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7. Look for value differences ("shuldsm and "oughts") underneath .. conflict
8. Avoid win-lose arguments about values. 9. Update the organization's statement of purpose. 10. Set goals that are consistent with organizational values.
.situations.
GOALS
Organizational go& can be thought of as articulated values. For example, the goal statement "to increase our market share by 6 percent in the next twelve months" implies that attaining business growth is valuable. The goal "to develop and publicize a familyaunseling service by October 1" similarly may imply a value placed on expansion. Goals, then, are operational statements of underfying values.
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(Articulstod
Perhaps the most common organizational failings are in the areas of goals, roles, and communication. The latter two are both affected adversely by a lack of commitment to common goals. Lack of clarity with regard to goals can lead to disorganization, inefficiency, and ineffectiveness. . ... -, ..
The goaks8tting pmcass needs to be made expliat whenever possible, and members of the organization need to be part of the procass if they are expected to be committed to ita outcarnes. The managerial implication is to pay attention to participation in goal setting. Meaningfui participation leads to a sense of involvement: this evokes a feeling of influenca that generates psychological ownership, which leads to c~mmitment. There is no shortcut to mmmitment; it evolves within individuals as a result of their perception of themselves as influential.
Objectives are goals that have been made more specific. For example, the goal "to improve the order-processing system" may generate several objectives such as "in the next quarter, to reduce the data-processing time on an average order by thirty seconds.. When objectives are highly specific, they can be monitored more easily, but the individuals who implement them may lose sight of and commitment to the overall goal and value perspectives beneath them. Management by objectives (M80) programs fail more often than they succeed, usually for a combination of reasons: (a) they are imposed; (b) they inadvertently encourage individual objectives at the expense of group and
* system aims: (c) the initial enthusiasm for the program is not maintained; (d) the goal-setting process does not extend to.lower level employees: (e) people work on the mom visible objectives: and (f) the programs are poorly implemented. As McConkie (1979, p. 472) concludes from an extensive review of evidencs regarding MBO, "Property implemented and maintained, MBO will do what it is designed to do. It is the practica, not the theory, of MBO that is frequently faulty ... The most serious faults in MBO applications canter around inadequate training for those implementing MBO and the lack of follow-Qp."
In managing change it is important to relate desired outcomes both to organizational change as having implications that range along a continuum from general to specific:
General Vision I Tactic
Specific Technique
Mission
Purpose Goal
Objective
Strategy
Managers must foster consciousness of the interrelationship between all these aspects of change if those persons would implement change are to have a proper perspective.
The major managerial implications of this approach are:
1. Provide training in goal and objective setting for all personnel. 2. Model the pmcsss. (One school superintendent initiated an ME0 process for school principals by making a large poster of her objectives and
displaying it in her reception area. People began to see its value and asked for assistanca in setting objectives for themselves.) 3. Create mechanisms by which all employees partidpate in goal setting.
4. Advocate organizational values during goal setting. 5. Assess the clarity of goals in all work-oriented encounters. 6. Test commitment to organizational goals.
Because individual goals often override organizational ones, it is incumbent on leaders to make certain that the objectives of the system reflect both the wants of the organization and the needs of its members.
STRUCTURE -
Most people think of the organizational chart when they consider structure, but there are many other structures and systems within an organization in addition to the reporting relationships. In establishing an organization, one must consider not only its purpose and philosophy.(values) and aims (goais) but also
how those goals will be implemented or made operational. One must establish a system of boss-subordinate relationships, methods of communication, procedures for making decisions and solving system problems, rules or
guidelines for the conduct of organization members, ways of accounting for the outcomes of the organization's behavior, and a system for rewarding goal . attainment. All these systems constitute the organization's structure.
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Each of the six _malor aspects of the structure of the organiqtion begins as a formal system,but-itS-Qpeqtioti'ori almost inevitably generates a parallel informal
system. Often these i'nfannalgstems become more powerful in shaping , behavior that the formal systems that spawned them. Repofling relationships comprisb a formal system of stahrs and authority (a hierarchy or a matrix, for example). Everyone knows, however, that there is often discrepancy between the organizational chart and the dispersion of power within the system. A chart showing the relative power and influence of individuals by means of different size boxes would reveal the potency of the informal system.
Most formal communication systems within organizations create more problems 'than they solve. Typical systems are meetings, reports, management- information systems, memoranda. and publications. Organization development
practitioners have learned to be particularly alert to difficulties in this aspect of organizational Stnrcture because so many people problems relate to failures to communicate effectively. The fault usually is that the formal systems create communication patterns that are top-down, one-way, document-focused (as
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opposed to being focused on the transfer of meaning), unclear, and subject to competing interpretations. Therefore, an informal system arises in the forms of mmors, in-group sharing, speculation, and mtworks. These ways of obtaining and disseminating information are aping mechanisms; they encourage the
tendency to Screen information to serve individual needs. Much miscommunication within organizations stems from the tension between the formal and informal systems. Disaffected and alienated organization members
will believe rumors or gossip more readily than official pronouncaments.
The decision-making procadurea within the organizational structure are the formal and informal ways that problems are solved within the system. Often there are regulations and precadents that govern how choices are to be made within the organization. For example, a supervisor believes that the overtime policy is unfair and ineffective. The formal decision-making policies dictate how
that supervisor is supposed to initiate a reconsideration of the policy and how his or her request is supposed to be handled. Since these formal procedures are often frustrating to individuals, informal ways to influenca decisions are
developed. Individuals resort to political behavior in order to obtain decisions that are satisfactory to them, and tension develops between the formal and informal systems. For example, the existence of an "old-boy network" that systematically excludes some classes of people (notably women and minorities) from participation in decision making invites the development of a competing formal system. This often results in a lose:fose situation, and organization problem solving suffers as a result.
Norms are expected behawon. They are both formal and informal, and often the informal ones are me more powerful. Formal norms are explicit rules of conduct, governing such things as eating or smoking in offices, punctuality in report for work, safety, dress codes, etc.; informal norms (e.g., politeness, collusion not to confront each other, deference to authority, working for no pay on Saturday, etc.) are developed within a peer-influenca system. In consciously creating formal norms, managers cari expect resistance that may produce more potent informal interpersanaf expectations. For example, in one unit of the United States Navy the officam attempted to enforce a strict code regarding facial hair; the men retaliated by agreeing among themselves to begin wearing nonregulation black shoes.
The formal aceountabillty system usually consists of the annual performance review, methods for measuring results of the behavior of individuals and groups, and a ff nand& accounting model. Unfortunately, informal accountability systems also appear. Manages may hold individuals personally accountable for csrtain outcomes or may "get on the case" of a given department for a while. Formal methods of accountability usually suffer from problems of measurement (as in education) and inadequate confrontation. Consequently, in some organizations there are many places to hide, and people collude not to confront inampetence. Instead of demoting or firing a loyal employee who has been over-promoted, an organization may create a new position: vica president for rare events. -An organization cannot withhold
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evaluative feedback, both positive and negative, and expect individual and group effectiveness in the absents of accountability.
The reward system is probably the most powerful determinant of individual and group behavior. Formal rewards usually include compensation, benefits ("perks"), and recognition programs (e.g., "employee of the month"). informal rewards are often motivating factors, however. Such rewards as having a private office with more than one window and a carpet, getting more salaried lines on one's budget, and being "stroked" in a meeting of an important group are very influential in shaping the behavior of individuals and groups. Expectancy theory (Nadler & Lawier, 1980) states that people will behave in ways that they expect will produca outcomes that they value. The pay system may have less saliency for some individuals than the opportunity for promotion, recognition for a job well done, or the broadening of one's task responsibilities.
The organization structure consists of interdependent systems, each of which has both formal and informal components. This is the propec lows of organizational change, sin- it is the operating core of theorganizational universe. Problems that arise among the units of the organization can be traced to deficiencies in these six systems. Vertical intergroup problems (e.g., top versus middle management) often stem from difficulties in reporting relationships and comrnunicdin patterns. Horizontal intergroup conflict (e.g., manufacturing versus warehousing/shipping) can arise when there are ineffective accuuntability and reward systems. When decision-making procedures and nom are detrimental to specific classes of people, diagonal intergroup relations (e.g., black-white, male-female)l because strained. Managers must not only monitor the effectiveness of all aspects of the structure but must also assess their joid effects. Some guidelines to this approach are:
1. Study how power is dlstributed within the organization.
2. Institute crrtiques '."I ~t ~0~8- --- if& all meetings.. -@lo
3. set up fee _- ~cbps*S~thit ,- r"' iniim&ar\ day ue.~ organizationis well asdown,-. .,..7,rk...I .A,.- -. .>, _. .., , -.- ----- 4. Estab.lish proceduFs forkedng the deleterious effects zi'rumors. - (For example, in a crisis, create a rumor control center to provide accurate information.) 5. Experiment with consultative-&d consensus mGhods of decision making. 6. Condud an assessment and diagnosis of organizational norms. 7. Provide training for managers in conducting performance reviews. 8. Confront inadequate performance in a problem-solving way.
9. Develop employee participation in evaluating the pay-and-benefits system. 10. Look for informal ways to reward individuals.
11. Schedule team-building sessions for groups that are in conflict with each
Managing the structure of the organization requires diligence, both because it is the essential core of the system and also because so many of its aspects are
meeting?) . - et>.$ <.aa-51-A.: 2 .
other before staging an intergroup confrontation.
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covert. This requires a commitment to continuous assessment of the organization.
CLIMATE
The functioning of the organiaonal structure creates an emotional "wash." The climate of the organization is the psychological atmosphere that results from and surrounds the operation of the structure; consequently, it is both a result of and a determinant of the behavior of individuals and groups within the stnrcture. Gibb (1 978) emphasizes the assessment of the organization's trust level as a beginning point in managing change. Others emphasize different aspects of the climate, such as morale or stress. But although elaborate techniques have been developed to survey employee attitudes, the explanation of job satisfaction remains elusive.
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It is important for managen to recognize that the organizationd climate and the attitudes of others cannot be controlled or changed directly. Attitudes can be
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thought of as rationalizations for behavior; if you change the behavior (through the reward system, for example), the attitudes will ultimately 'catch up." Problems in the organizational climate are likely to have roots in the structure. Consequently, organizational improvements are targeted within the structure. To improve the climate, one must make changes in the ways work gets done.
For example, talking about trust does not generate trust and may produce the opposite. Trust results from achieving SUCCBSS in shoulder-to-shoulder work toward common goals. The primary action steps indicated by this approach to
managing organizational climate are: .., z. .
I. Monitor attitudes and rnoh well as organizational functioning. -
2. Focus on problem identification and prtablem solving in: a Reporting relationship (role expectations, reorganization), b. Communication patterns (especially in meetings; try outlawing memos), c. Dedsion-making procedures (initiate more consultation with
d. Norms (rules; pressures for group conformity), - e. Accountability system (put some punch into the perfo&&reuiew; -.
subordinates; experiment with consensus seeking in meetings),
establish criteria for succass), ---:>fa. . * -
administration: publish criteria for. promotions aad transfers).- - f. Reward systemJinitiate a multilevel task forts to investigate salary .,
the causes of climate problems. .___. :-.. ... I ,'3 -_. .I 7 r\---z
3. Include the disaffected as well as those who are. satisfied when diagnosing
4. Push for visible results. . - --- -- . 7' - - = ,- -. -- -. .- - -=--a& . _.I. ..- r3 - r....: --e -y -- The organiiaiiiiiaiciimate caii a dragson ae p.&iiiictiyity.an@'oa~ ' attainment of the system. Manage- need to besensitive to the affects of -their - behavior on the climate,,md they should examina th!. stmwfefo fiqdyays ta ameliorate conditions;
The organiz&& u&ts @3 @ileu,with which it must irrter. in - ., . - accomplish i6 @ak. Although this environment is somewhat different for each organization, otganitatiaps share some global,mflsidqratiqns; e.g., the- availability of energy affeds almost all human organiz;itions,.Wa terrd4to think of organizations as closed systenk, but they are all open in the sense that each has a pemmbie boundary. 1.n the organizational universe model this characteristbof penneabiiity is depicted by the uneven line surrounding the climate dimension. .
Satisfactory transactions with the environment require that the internal structure by ffexible enough to cope with the unexpected. If the organization becomes excessively buremctatic, its members become more oriented to internal rather
' than external realities. Consequentty, they may lose their sensitivity to the environment, and theorganization may become vulnerable. The reverse situation - in which forces in the environment are permitted to upset internal
priorities - promotes disorganization. For exampie, a consulting firm may ernbraca the dictum "the dent is king.' The problem is that any client could
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create havoc within the system at nay time, and the resultant scramble could affect schedules, priorities, and innumerable other operations.
ENVIRONMENT
Cllants/Customers Board
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Govornmant
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H t Confrontation 4 Tension \ * Corrorponding \ . .Politk8l Pressuro
(Cooporrting) \ Groups
Organizations in out culture have become increasingly permeable. The intrusions, in some cases, have affected the core values around which organizations have been buitt. Governmental regulations dealing with safety standards and with creating job and promotion opportunities for women and minorities have struck at the heart of many organizations. A system created to manufacture widgets does not necessarily function with similar effectiveness when it is asked to solve social problems. It may respond with resentment, resistance, and minimum compliance. The organization is, in effect, being told; "you are no longer only in the business of making products for a profit: you now have to make a contribution to the improvement of the community." In legal terms, this represents a "piercing of the carpoiate veil"; it requires the organization to shift its values, philosophy, and purpose.
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The organizational boundary often is ambiguous. Just as there are degrees of being "Inside,' there are degrees of being "outside" as well, because most individuals are members of more than one organization. Family and political ties can contaminate the workings of the organizational structure, for better or for worse. In addition, what is a primary environment for one organization may be a secondary one for another. The larger, macroeconomic environment that impinges on virtually all organizations is described by an increasing number of observers as turbulent (see Emery & Trist, 1978). Environmental disturbances can create challenges in almost all facats of the organization's operations: leaders find it more difficult to manager relations with and among relevant environmental components in their areas; the organization's niche in the marketplace becomes increasingly precarious. Some ways that managers can prepare to deal with this environmental change are:
1. Monitor the organitation's speed of response to changes in the environment.
2. Assess the costs of the degree of permeability that the organization is presently experienang. 3. Establish clear policies regarding transactions with components environment. -*a -
4. Be proactive in setting goak rather than simply mdngto-outside pressures. -
.-
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-9:. a .ALS 4 a--L1 .,I I~,~ -:ctj2f ~~;lay ..,,i; ..,..ti - , *I-. ~. SUMMARY
At the core of humartorganizadons-them is-a set af values; a raisorr -ietre, m implicit or explidt, dynamic system of strared belkfs: Wf~en cdnsensus about
values is not maintained within the organization, members work in parallel at best and at cross-purposes at worst. Organizational goals are best understood in terms of thevatues on which they am based Objectives are targets that are extrapolated from the goals of the organization. Conflicts about gods can result from poorty articulatectvalk~est and human dismgmizationa~~ be defined as a lack of functional anmm objectives and-valuess~-'st~ret~or~ - implementing goals within m8rganizationcansists not only ot the organizational chart but atso of the CommUnicatiQn patterns, decision-making pmc8dums, nom, acceuntW#ty systems, and reward systems that support and lend substanca to the reporting relationships depicted on the chart. Within each of them six aspee& of the organizational structure there is both a formal and an informal element, a technical and a social component. For example, formal rules of conduct and informal social pressures toward conformity both constitute norms. The tension between the informal soaal system and the formal technical
structure and a mediator of the productivity of the system. Furthermore, the organization exists within a larger environment. In order to interact effectively
with its environment, it must resolve the conflicting demands that am made on it from the outside and must be sufficiently integrated internally to deal effectively
stem creates a psychological atmosphere that surrounds and influences work Yh is climate is both a result (or symptom) of the functioning
....
I
I. I
_-
with such intmsion. Intervention into the organization in order to improve its functioning is best focused on its values, goals, and structure. Simiiariy, changes in the organizational climate follow from changes made in the ways people am tteafed with the structure.
*
REFERENCIS
AIexurdor, M. Orgmizationd norma ooinionnrin. In J.W. Pfoiffr & J.E. Jonu (Edr). 7710 1978 mnud handbod tbr group focittaOn. Sm Ohgo. CA University AsS0ci;rtos. 1978.
Emoy, F.E. 6 Trirt. EL Tho eawd tamrn d 0rganizrtion.l omdronmmta. In W.A. Pumon & J. J. Shemood (Ea). soCahthn#l systmna A SOUrC.bQOk SUI Oiogo. CA: University Asmuatos, 1978.
GI-. J.R Trurt: A now vi.W d# .nd 0rgnittdkn.l dowbpmmt Lor Angoir: Guild of Tutors Prwr. 197%
GOALS AND OBJECTIVES
COMMUNITY DEVELOPMENT
building
engineering
growth management
housing & redevelopment
planning
1988
TABLE OF CONTENTS
- WHITE SECTION
- Goal - Growth Management Accomplishments - Status of Zone Plans - Citywide Traffic Generation Table - Residential Addition Permit
- Reduced Top0 - Fourteen Fields of Information - Permit Types - Street Name List
- - Permit Activity Report
-
SALMON SECTION - - Goal - General Plan Update
- GREEN SECTION
- Goal - Streetscape Phasing P1 an - Public Parking Lots
- 14th Year Entitlement - Community
- Tax Increment Bond Issue
- Urban County - Community Development Block Grant - Active projects
Development Block Grant-Current Projects
Bui 1 di ng Processing Your Industrial/Commercial
- YELLOW SECTION
w-1 w-2
w-3 w-4 w-5 W-6 w-7 W-8 w-9 w-10
s- 1 s-2
G- 1 6-2
6-3
G-4
6-5 G-6
6-7
- Goal Y-1 - Section 8 Housing - Statistical Information Y-2
Assistance Program Y-3 - Number of Units in Census Tracts Y -4 - Families and Income Y -5
- Section 8 Existing Housing - Rental
I.-
-
GOAL
* Maintain, monitor and
implement the Growth
Management Plan in
accordance with
Proposition E.
w- I
GROWTH MANAGEMENT
ACCOMPLISHMENTS
.-
1. Adopted 12 Local Facilities Management Plans. Zones 1, 2, 3, 4, 5, 6, 19, 11, 12, 20, 22 and 24.
2. Library (58,000 sq. ft.) secured funding July 7, 1987.
3. La Costa/I-5 Interchange financing guaranteed February 23, 1988.
4. Improvements to Elm/El Camino Real intersection.
5. Improvements at Elm/I-5.
6. Improvements to El Camino Real/La Costa Avenue.
7. Alga/Poinsettia connection from El Camino Real to 1-5 with 1st Phase of development in Zone 19.
8. Sewer improvements to Kelly Interceptor.
9. Secured Financing to improve Tamarack/El Camino Real intersection.
10. Implemented a Local Facilities Management Fee for Park Facilities for nonresident i a1 devel opment in Zone 5.
11. La Costa Ranch Parks Agreement - Southeast Quadrant:
- 35 Acres to be dedicated 1/1/90, - Letter of Credit to construct 18.48 acres in the amount of $2.241
Mill ion.
12. Zone 19 Hillman Parks Agreement - Southwest Quadrant:
- Dedicate 24.25 acres with 1st Final Map. - Letter of Credit to construct 15 acres in the amount of $1.725
Mi 1 1 i on.
13. Construction of Fire Stations 5 and 6 - to be operational next year.
14. Successful implement Wastewater Treatment Capacity Action P1 an.
Additional Items:
1. Updated Parks inventory.
2. Adoption of new Sewer Master Plan.
3.
4. Adopted buildout Capital Improvements Program.
Drainage Master Plan currently being updated.
1*
2*
3*
4*
5*
6*
7
8'
9
10
11*
12*
13
14
15
16
17
18
19*
20*
21
cdlavera Hills
Kelly Ranch (mum & Ercad)
SarmCiS
La Costa (North)
La costa southeast
Lacostasouthwest
Ecke
RabertsonRan&
sunny-
Carlsbad Oaks Industrial
Bressi Ranch
carrill0 Ranch
Hillman
sauth College Residential
East minsettia Residential
STATUS
Adopted on 09/01/87 CC Reso. No. 9221
Adcpted on 06/16/87 CC Reso. No. 9213
Adopted on 05/19/87 CC Reso. No. 9084
Adopted on 06/16/87 CC Reso. No. 9122
Ad- on 08/04/87 CC Reso. No. 9188
Adopted on 11/10/87 CC Reso. No. 9291
Technid Review (6/27/88 - Extendea)
scheduled for Plannin~ camuss ' ion 12/21/88
Technical Review (7/12/88 - Extended)
Buildout confirmed - Initial Planning
Adopted on 2/23/88 CC Reso. No. 88-47. currently being revised.
Initial Planning
Technical Review (8/16/88)
Technical Review (10/15/88)
Initial Planning
Initial Planning
Initial Planning
Adapted on 12/8/87 CC Reso. No. 9322
Adopted on 2/23/88 CC m. 88-46.
Adapted on 9/6/88 CC Reso. No. 88-322
Initial Planning
22* IAlsk Ad- on 12/14/88 CC Reso. NO. 88-428
23 Green Valley No Activity
24* EMnsPoM Adapted on 12/20/88 CC Reso. No. 88-437
25 so. CoastAqhalt No Activitq
Plans adopted by city council *
GROWTH MANAGEMENT PROGRAM
STATUS OF ZONE PLANS
As of 12/20/88
Zone 3 - May 19, 1987 CC Reso. NO. 9084
ZOX 2 - J~ne 16, 1987 CC Reso. NO. 9123
20- 4 - June 16, 1987 CC Reso. No. 9122
Zone 5 - 4, 1987 CC Reso. NO. 9188
Zone 1 - September 1, 1987 CC Reso. NO. 9221
ZOne 6 - November 10, 1987 CC Reso. NO. 9291
Zone 19 - Jkce&er 8, 1987 CC Reso. NO. 9322
Zone 11 - FebNary 23, 1988 CC Reso. NO. 88-46
ZOX 12 - February 23, 1988 CC Reso. NO. 88-47
ZO~ 20 - Ekpknbr 6, 1988 CC Reso. No. 88-322
Zone 22 - Dece&er 14, 1988 CC R-. NO. 88-428
Zone 24 - Mw 20, 1988 CC F~so. NO. 88-437
Plans ZxxEakd far mcmid &view (~ccepted mte)
Zone 7 - Calavera Hills - Buildout Confirmed
Zone 8 - Icelly Ranch (Kaufruan and Broad) (11/16/87)
Zone 9 - Sanunis - Technical Wiew (7/12/88 - Extended)
Zone 14 - Rabertson Ranch - (8/16/88)
Zone 15 - Sunny Creek - Initial Planning (10/15/88)
ourerzolnes status
Zone 10 - La Costa (NO-) - Buildout Confirmed
Zone 13 - Ekke - Initial Planning
Zone 16 - Carlsbad Oaks IMustrial - Initial Planning
Zone 17 - Bressi Ranch - Initial Planning
Zone 18 - Carrill0 Ranch - Withdrawn to be resukm 'tted
Zone 21 - East Poinsettia Residential - Initial Planning
Zone 23 - Green Valley - No Activity
Zone 25 - Initial Planning
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PARK DISTRICT
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BRIDQE a THROUQH.
FIRE SERVICE AREA
QUADRANT
REDEV.
BEACH AREA OVERLAY ZONE
COASTAL ZONE
Fourteen (14) fields of information added to
all parcels in Carlsbad, for Permit Tracking
System and Base Mapping (CIS].
Bui 1 di nq
Apartments Carl sbad Tract Commerci a1 Commercial/Tenant Improvements Condos Development Electrical Industrial I ndus t ri a1 /Tenant Improvements Mechanical Mi scell aneous Mobile Home P1 umbi ng Pool Residential Addn/
Retaining Wall Sign Single Family Sol ar
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Permit Trackinq Svstem
PERMIT TYPES ON COMPUTER
Enqineerinq
Grading Right of Way Sewer
P1 ann i nq
Agricultural Preserve Administrative
City Manager’s CUP Coastal Development
Condo Permit Carl sbad Tract Conditional Use Permit Day Care Permit Environmental Impact Report General Plan Amendment General Plan Consistency Hi1 lside Development Permit Local Coastal Plan Amendment Local Faci 1 it i es Management P1 an Master P1 an P 1 ann i n g Comm i s s i on Determination Preci se Development P1 an Planned Industrial Permit Precise Plan Planned Unit Development Resident i a1 Mobi 1 e Home Park Sate1 1 i te Antenna Permit Site Development P1 an Street Name Change Specific Plan Special Use Permit Var i ance Zone Change Zone Code Amendment
Variance
Permit
12/88
w-9
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CITY OF CARLSBAD
STREET NAME LIST
A complete listing of all public, private and (known) future streets for the City of Carlsbad has been compiled and is on the computer. Attached is a sample page.
The ''from"/"to" streets and "length in feet" is shown for all "public" streets on the current list. This will be added for all "private" streets in the coming year. (The data from the "length in feet" was used for the transportation tax rebate, which is based on the number of miles of public streets in the City.)
The ''type" field when blank, indicates a public street; 'IP'l indicates private; and 'IF" indicates future.
Attachment
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GOAL
* Keep the
General Plan
up to date.
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* Continue programs. which
contribute toward the
economic development
of the city, including
but not limited to the
Redevelopment Area.
GOAL
G- I
AREA/DESCRIP!L'ION STATUS COMMENTS
I Improvements at Village Faire
I1 Carlsbad Blvd.
and Elm Avenue
West to Ocean
I11 Ocean Street .
sculpture Park
IV Elm Avenue, Washington street to Pi0 Pic0
V Parking Lots
Design Village Faire to
complete Install
Final Construction to start
Plan March/April
Check
Obtaining State Right-of -
Way
Final Construction to start Design mid-late 1989
Final Construction to start Design March11989
PUBLIC PARKING LOCATION MAF
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(1) 23 EXISTING, 10 NEW
REDEVELOPMENT AREA
PUBLIC PARKING SPACES
Existing public lots 249
Lots to be constructed 136
Reciprocal Parking 80+
Designed 47
. .-
PROJECT
Chase Field
URBAN COUNTY
COEiWUNIm DEVELOPMENT BIDCK GRANT
ACTIVE PROJECTS
ORIGINAL CURRENT
ALIX)CATION BALAN-
$100,000 96,447
Historic Preservation
Survey $ 35,000
Village Restrooms $ 30,000
Paint-A-Thon $ 10,000
Alley
Reconstruction $ 26,200
35,000
30,000
10,000
26,200
PROJECT
STATUS
Construction to
start January 89
Gathering data for Request for Proposal
To be done at Ocean Street Park or Depot
Needs Program
Development
Needs Redesign
l4TH YEAR ENTITLEMENT
COMMUNITY DEVEIX)PMENT BUCK GRANT
PROJECT
Bandshell at Magee Park
Depot Interior Remodel
Chase Field
Buena Vista Playground
Girls Club
Oak Street Improvements
Commercial Rehabilitation
Residential Rehabilitation
Sidewalk Improvements North side Grand between Jefferson and Madison
Maxton Brown Park
$20,000
15,000
30,000
15,000
10,000
70,000
60,000
30,000
10,000
10,000
STATUS
Environmental clearance is being processed on all projects.
G-S
TAX INCREMENT BOND ISSUE
$12,000,000 Issue
$11,000,000+ Proceeds
-
ALIDCA'IZD F"DS
$3,500,000 Senior Center -
900,000 Parking
- 800,000 Beach Bluff Walkway
6,000,000 Streetscape
-
COMMITTED F"DS
$3,500,000
900,000
800,000
.-
I
G- b
._
.-
City of Carlsbad PROCESSING YOUR
INDUSTRIAL/COMMERCIAL
BUILDING
February, 1988
INDEX
ITEM PAGE -
BRIDGE E THOROUGHFARE DISTRICT MAP. ....... Attachment 4
BUILDING PERMIT ISSUANCE 4 ..................
.- BUILDING DEPARTMENT REQUIREMENTS ............. 3, 4
FEES
For Building Permits ................ Attachment 2, 3
7 Other Fees .................... Attachment
......................... 1 FIRE HYDRANTS
GRADING.. ........................... 2
LOTS, CREATING OR CHANGlNG THEM .............. 2
PLAN CHECK DEPOSIT FOR RUILDING PLANS ........... 4
PLAN CHECK TIME FOR BUILDING PLANS ............. 4
PLANNING PERMITS AND FEES ................... 2
PLANNING REQUIREMENTS ..................... 2
PLAN SUBMISSION FOR BUILDING PERMIT ............. 4
ROOF MOUNTED EQUIPMENT ............... Attachment 6
RIGHT-OF-WAY WORK. ...................... 2
SAMPLE PERMITS .................. Attachment 2, 3
SITEPLAN.. ........................... 1
TITLE SHEET OF PLANS ...................... 1
TRAFFIC IMPACT FEE MAP ............... .Attachment 5
ZONE SUMMARY ..................... Attachment 8
G-7 la-
.
lNTRODUCTlON
Welcome to the City of Carlsbad.
If you wish to build industrial or commercial buildings in our city we hope this manual will be informative and help you through the process.
All the applications you may require are submitted to Development
Processing Services at 2075 Las Palmas, Carlsbad, CA 92009. Development Processing is composed of representatives of the Building, Planning and Engineering Departments. This division will be assisting
you through the processing of the forms, permits and applications.
Skilled personnel are available to you in this division. You may visit US or telephone at (619) 438-1161.
For almost every application, you will need a site plan.
SITE PLAN
The site plan will show the following:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Property lines
North arrow
Easements Dimensioned setbacks and distance between buildings Finish floor elevations Finish grade adjacent to buildings
Con tours
Drainage Parking and circulation Existinq and proposed:
a. structures
b. street improvements
c. slopes d. driveways e. utilities including sewer, water, gas, electric, firelines
and hydrants.
ENGl NEERING REQUl REMENTS
Fire Service Lines or Hydrants
If required, you will submit one set eac.. to the local water dis.rict and
Fire Department for approval. After approval, you will submit a legal description to the water district and Engineering for an easement which
may need to be dedicated to the city. This legal description will require
approval by both jurisdictions. Telephone an Engineering Technician,
438-1161, for time required and fee information.
-1-
G-7 /3
Gradinq
If you are doing any grading, you should telephone an Engineering Tech
(see above) to see if YOU need a grading permit. Three sets of plans
are required and processing time is 4 to 6 months. The fees are based
on the amount of dirt moved. All grading must be completed and
accepted by the Engineering Department before a building permit can be
issued.
Cresting Lots or Chanqinq Them
This will require the filing of certain maps and documents with us. It
must be done before any grading or building permits are issued. Time
required is 2 to 3 months for an Adjustment Plat, 4 to 6 months for a
Minor Subdivision (4 lots or less)’, and 9 to 12 months for a Major
Subdivision. Again, use your telephone for specific details.
Work in Riaht-of-Wav
This work would be driveways, sidewalks and utility installations. An
Encroachment Permit is required, along with liability insurance and a
$25.00 fee. A few days may be required to process.
PLANNING REQUIREMENTS
Zoning is the key word and you probably got deeply involved with us
when you purchased your property. Each zone has development
standards governing setbacks, building height and uses permitted.
Some zones, such as VR, RP-Q, PM and within the Airport Influence
Area, require additional Planning Permits such as Redevelopment,
Planned Industrial, Site Development and Specific Plan. An
Environmental Impact Assessment is usually required on all projects. A
telephone call to a Planning Technician (619) 438-1161 will give you
additional information on any permits required by your project. Types
of planning permits, application fees and typical processing times are as
follows :
PERMIT FEE -
Redevelopment No Fee
Planned Industrial $ 100
Site Development $ 365
Specific Plan $1090
Environmental Impact Asses. $ 175
PROCESS TIME
3 - 6 months
1 - 2 months
3 - 6 months
3 - 6 months
concurrent with above
-2-
.-
.-
G-7 I+
The city has an informal vRESUBMITTAL REV1 EW" process for planning
permits whereby you can submit a preliminary site plan for a staff
review to identify whether there are any major issues with the permit.
This is a service provided to applicants in order to identify and resolve
major concerns at an early time, SO that once an apolication is formally
submitted, the process can be streamlined. You are encouraged to take
advantage of this process.
Once you officially submit an application for a planning permit, it will
be assigned to a project planner and a project engineer. You will be
told who these two employees are and then all of your contact with the
city until your project is approved should be with these two people.
BUILDING REQUIREMENTS
You may apply for a building permit after all Planning Department
permits have been approved. You may apply during your grading, but
the permit cannot be issued until the grading has been approved and
accepted by the Engineering Department.
Requirements
1. Three complete sets of plans including site plan, handicap requirements,
plumbing, mechanical, electrical and if the zone requires, landscaping.
2. Two Title 24 energy calculations with CF-1 imprinted on the plans.
3. Two soils reports with foundation recommendations.
4. Two structural calculations.
5. One completed Industrial Waste Permit application.
Title Sheet of Plans Will Show
1.
2.
3.
4.
5.
6.
7.
8.
Site address
Assessor's Parcel Number
Lega I description
Zone
Type of building (office, warehouse, tilt-up spec., etc.)
Applicable codes - UBC, MECH., ELEC. , PLBG.
Building area (show parking garage separate, even if part
of building).
Number of stories
-3- G- 7 /5
.
.-
..-
.I
-
9. Type of construction
10. Building sprinklered (Yes- No -
11. Occupancy classification
12. Contact person: name, address and daytime telephone number.
NOTE: All equipment on roof is subject to city policy, ROOF MOUNTED
EQUIPMENT (attached).
YOUR CONTRACTOR WILL NEED: Certificates of Insurance on file with
the city and a City business License.
SUBMISSION OF PLANS
Submit your plans to us at 2075 Las Palmas Drive. One set will be
forwarded by us to Esgil Corporation, our contract plan check
organization. We have a short, guaranteed plan check time because
Esgil Corporation can expand to cover any increase in workload by
assigning additional engineers to the Carlsbad account. There is no
need for additional payment to expedite the work. Esgil checks the
architectural, structural, mechanical, electrical, plumbing and handicap
regulations. The contractor will also offer a pre-plan check conference
to you as part of their services to us. Call (619) 560-1468 for an
appointment. The second set of plans is forwarded to Planning and
Engineering for compliance with zoning and engineering regulations.
The third set is forwarded to the Fire Department to be checked against
their requirements. It should be noted that our ordinances require that
a building of 10,000 square feet or more requires a four-hour wall or
fire sprinklers.
A plan check deposit will be due when you submit. It is based on our
valuation of your building. The amount can be determined in advance
if you will telephone and ask for a Building Technician or Planchecker.
Plan check time for commercial/industrial buildings is 17 working days
to the first correction list which is mailed to you. Further time is
dependent upon your ability to make the corrections and resubmit. You
may resubmit the corrected plans directly to Esgil, or to the City, for
recheck .
BUILDING PERMIT ISSUANCE
This permit is issued only after approval of the three departments noted
above. The City has many different fees which can add up to a
surprising total if you are unaware of them. To assist you in
anticipating what your costs might be, we have created two sample
permits as part of this brochure. One permit is for a 30,000 square foot
industrial building, tilt-up and speculative. In our system this means
the building has no plumbing, electrical or mechanical, no energy, and
cannot be occupied without a tenant improvement permit. The second
-4-
.-
assumes a 30,000 square foot Complete office building which is ready
for occupancy upon completion, and may Or may not have further tenant
improvement permits subdividing the Space in the building. The fees
are explained in the Ifsummary Of Fees" page preceding the sample
permits. Maps are also attached showing how the Bridge and Traffic
Fees may apply to your building. Not covered by the two exmples but
additional fees that may be required include drainage ffees, if you are
subdividing the property, and school fees which are collected by the
School District.
Attachments
Explanation of Fees Shown on Sample Permits (1) One sample permit of tilt-up building (2)
One sample permit of complete office building (3)
Map Bridge and Thoroughfare District (4)
Map Traffic Impact Fee Areas (5)
Roof Mounted Equipment Policy (6)
Summary of Fees that Might Affect Your Project (7)
Zone Requirements (8)
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BRIDGE & THOROUGHFARE DlSTRlCT
DISTRICT BOUNDARY
Attachment 4
. ..
.
CARLSBAD TRAFFIC IMPACT FEE AREAS
1 - Area of Traffic fees other than La Costa 2 - La Costa Traffic fee area
Attachment 5
~ - _.
POLICIES AND PROCEDURES
I
-
EFFECTIVE : 05-01 -84
1 SUBJECT: ROOF MOUNTED EQUIPMENT
SECTION: BUILDING OEPARTMENT
PURPOSE: PROVIDE INSTALLATION STANDARDS FOR ALL ROOF MOUNTED EQUIPMENT AND PENETRATIONS ON COMMERCIAL AND INDUSTRIAL BUILDINGS.
INTENT :
POLICY:
A. 8.
C.
1.
2.
3.
4.
5.
6.
7.
Maintain roof integrity. Prevent hazardous condition to firemen who must fight fire on the roof. Provide an installation that is aesthetically sensitive to the bui 1 di nq and the adjoi ni ng properties.
All equipment shall be concealed from view and the design* sha meet the approval of the Planning Department. All equipment shall be specifically designed and approved for exterior use and shall be approved by the City of Carlsbad Building Department. All roof mounted equipment shall be on a platform which shall be an integral part of the roof--flashed and waterproofed. When a screen is approved, it shall have as few roof connections as possible and be structurally adequate. All electrical, plumbing, mechanical duct work and related pioing shall be inside the building and not on the roof. All connections related to equipment shall be made in the same roof opening on the olatform or meet the approval of the City of Carlsbad Building
Department. Sewer vents shall be brought to one main vent below the roof and have one penetration where restrooms or other plumbing fixtures are back to back or in the general proximity. Air exhaust fans and other equipment shall be within the building
and use the same roof opening where restrooms and other eauipment are back to back or in general proximity. Existing buildings and equipment, remodel or reDlacernent, shall meet the above regulations or shall have the aDproval of the City of Car 1 s bad Bu i 1 di ng Depa r tmen t . Where new equipment is installed, unused or abandoned eauioment, including all roof mounted piping, electrical, mechanical, duct, and other related appurtenances shall be removed from roof and
unused openings properly sealed to maintain roof integrity.
*The architect should, through desiqn, conceal the heating/AC ilni t and other equipment whether they are on the roof or elsewhere.
c
Initiated By: I Approved By: City Manager
Attachment 6 C -7 113
SUMMARY OF FEES THAT MIGHT AFFECT YOUR PROJECT
This is a general summary.
you should telephone Development Processing 619 438 1161
For specific information
ADJUSTMENT PLAT 150
APPEALS
To City Council
To Planning Commission
BRIDGE AND THOROUGHFARE - see BUILDING PERMITS section
. BUILDING PERMIT I1
BUILDING PLAN CHECK FEE II
BUSINESS LICENSE TAX I1
CERTIFICATE OF COMPLIANCE
CONDITIONAL USE PERMIT CITY MANAGER'S CONDITIONAL USE PERMIT
275
175
100/lot
420 45
DRAINAGE FEES - Payable only if you are dividing land - 13 areas - telephone
ENCROACHMENT PERYIT - see !JORK IN RIGHT OF WAY section
ENVIRONMENTAL IMPACT ASSESSMENT 175
EYVIRONYENTAL IMPACT REPORT
SUPPLEMENT TO ABOVE
FINAL PARCEL MAP Minor Subdivision
FINAL TRACT MAP Major Subdivision
FIRE HYDRANT FEES - Telephone Finance Dept 434 2883
GRADING CASH DEPOSIT
see next page GRADING PERYIT FEE
G2ADING PLAN CHECK FEE
IYPROVEMENT PLAN CHECK
I :4PROV EMENT I NS P ECT ION
INSPECTION OVERTIME (on request)
-1-
Attachment 7
700 f actual cost
400 + actual cost
400
175 + 3/lot
2500 deposit
lo? of est grading
1.5-..-6'4 engr est
3Y-i.: engr est
60lhr
G-7 /I+
SUMMARY OF FEES - Page 1A
FMXMT E
100 cubic yards or less $ 25.00
101 to 1,000 cubic Yards $ 35.00
1,001 to 10,000 cubic Yards $ 50.00
10,000 to ~00,000 cubic Yards $ 50.00 for the first 10,000
cubic yards plus $25.00 for each additiondl 10,000 cubic yards or fraction therwf.
100,001 to 200,000 Cubic Yards $ 275,OO for the first 10,oo
cubic yards plus $15.00 for each additid 10,000 cubic yards or fraction thereof.
200,001 Cubic Yards or mr~ $ 410.00 for the first 10,000
abic yards plus $7.00 for ea&
additiondl 10,000 cubic yards or
fraction thereof.
100 Wic Yards or less $ 25.00
101 to 1,000 Cubic Yards $ 35.00 for the first 100 cubic
yards plus $15.00 for each additional 100 cubic yards or fraction thereof.
~OO;OO~ to 10,000 Cubic yards $ 170,OO for t! first 10,000
cubic yards plus $15.00 for each . additiondl 1,000 cubic yards or
fraction therwf.
10,001 to 100,oO cubic Yards $ 305.00 for t!!e first 10,000
cubic yards plus $15.00 fcr eac!
additiondl 10,000 cubic yards or fraction thereof.
100,001 cubic Yards or morc $ 440.00 for t?e first 100,000 cubic yards plus $15.00 for each
additional i00,000 cubic yaxis or fractian therrf.
-1A-
Attachment 7 G-7
SUMMARY OF FEES - Page 2 .-
MASTER PLAN
PARK IN LIEU - Applies only when dividing land - telephone
1635 + 5/acre
.- PLANNING COMMISSION DETE9MINATION
PLANNED INDUSTRIAL PERMIT
PRECISE DEVELOPMENT PLAN
330
100
440
PUBLIC FACILITIES FEE - see BUILDING PERMITS section
QUITCLAIM OF' EASEMENT
R E D EV E LO P M E NT P ER M Z T
RIGHT OF WAY PERMIT
150
No Charge
25
SATELLITE PERMIT
SEWER
25
1000/ equiv dwel unit _-
SEWER LATERAL 4" line, 30' long, 10' deep
6" line, 30' long, 10' deep
6 90
81 0
SITE DEVELOPMENT PLAN 365
SPECIAL USE PERMIT
SPECIFIC PLAN
420
1090
_- STREET NAME CHANGE
STREET SIGN DEPOSIT
STRUCTURE RELOCATION
350
19 to 129
200
TENTATIVE PARCEL MAP - Minor Subdivision 400 .-
TENTATIVE TRACT MAP
1 - 25 units or lots
101 or more
26 - 100
530 765
1310
-
Attachment 7 ._
1 /20/87
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* Continue to implement 1
GOAL
the housing element of ~ the general plan in order I ~
to provide housing oppor- 1 1
tunities of all economic I I
segments of the city,
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SECTION 8 HOUSING
STATISTICAL INFORMATION
DECEMBER 13, 1988
ETHNICITY & RACIAL BREAKDOWN FAMILY COMPOSITION
Asian 11
Black 14
Hispanic 96
Pacific Islander 2
white - 204
327
Single Female, Elderly 119
Single Male, Elderly 31
Couple, Elderly 14
Couple, Elderly w/child 1
Large Family 60
Disabled/Handicapped
Male 7
Female 10
Small Family 75
Small Family, Disabled/ Handicapped 6
Small Family, Male Head 3
Single Family non-disabled, non-elderly 'I
Total 327
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CITY OF CARLSBAD
SECTION 8 EXISTING HOUSING
RENTAL ASSISTANCE
PROGRAMS
** * * * * * * * * * * ** * ** * * * * * * * * * * * * * * * * * * * * * * * * * * ....................................
EQUAL OPPORTUNITY HOUSING
............................................................................. * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * .* * * * * * * * * * * * * * * * * * * * * * * '* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
............................................................................. * * .............................................................................
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HoUSINQ AUTHORITY ORGANIZATION
Local Governments
activate and organize Housing Authorities
through state law
to meet local housing needs.
Carlsbad Housing Authority
created in 1970
The City Council wears many
hats, one is the Carlsbad
Housing Authority.
1971, The first housing pro-
gram in Carlsbad was the
Section 23 Housing Assistance
Payment Program.
-
1979, Section 23 converted to
Section 8 Housing Assistance Payment
Program .
1986, Carlsbad Housing Authority
received 25 Voucher allocations
1972, The city leased units from private
owners and then sub-leased to the eligible
participants.
HUD FUNDED PROGRAMS
Once the Housing Authority is organized, it can apply
for Department of Housing and Urban Development (HUD)
monies to fund housing
programs. In Carlsbad these programs are the Section 8 Certificate and Voucher
rental assistance programa.
- CERTIFICATES:
CERTIFICATES HAVE NO MOBILITY, AND
HAVE A RENT CAP.
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VOUCHERS :
VOUCHERS HAVE MOBILITY AND HAVE
THE DIFFERENCE IN RENT.
- NO RENT CAP. THE PARTICIPANT PAYS
n
CATCHINO
UP ON YOUR
INTERNAL PROGRAM
XiENthe Housing Authority receives funds for rental assistance, the Housing Authority organizes internal controls and
develops procedures to administer the programs.
I have to keep up on my filing.
HOUSING & REDEVELOPMENT ADVISORY COMMITTEE:
Reviews the Administrative Plan and the
Policies & Procedures before submitting
them to HUD, Los Angeles for approval.
The Carlsbad Housing Authority accepts
the documents.
Administrative Plan: The guide used to
admister, develop and monitor the program.
Policies C Procedures: The funtional guide
for staff.
ADMINISTRATION
Controlling Checklist
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COMMUNITY OUTREACH
After funding and administration development,
Authority promotes outreach efforts in ordertBnsure funds are
targeted properly within the community. created.
the Housing
If necessary waiting lists are
WHO IS A MINORITY?
CATEGORIES:
Elderly: 62 yrs. of age or older
Handicapped/Disabled: according to
the Social Security Act of 1937
Family: two or more people related by
blood, marriage or a stable re-
lationship.
PRE-APPLICATION
initial application
those verified eligible
ELIGIBLITY LIST -
PROGRAM OUTREACH:
Presentationsto organizations and owners are made. Advertising, newspaper, radio
and on T.V.
agencies. Churches and schools are notified. Participating owners and apartment
complexes receive flyers.
All local social service agencies are informed as well as government
Y-3 Is
ELIaIBILITY DETERMINATION CERTIFICATE OF FAMILY PARTICIPATION
Applicatloar list and elidibility is determined. Only
those applicants whose income is below 50% of the median income for San Diego County are eligible to participate in the Carlsbad
housing programs.
are taken from the waiting
I
Let's begin the interview.
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When an applicant is found eligible,
a Certificate of Family Participation
is issued. The number of Certificates is detrmined by the total allocation
authorized by HUD.
ALLOCATION BREAKDOWN FOR THE CITY OF CARLSBAD
1Br. 2Br. 3Br. 4Br.
176 90 44
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22 = 332
* Of 332 allocations, 5 are mobilehome rentals
FAIR MARKET RENTS = FMR's (utilities included)
1Br. =$534 2Br. =$626 3Br. =$783 4Br. =$876
and 25 are vouchers
't -sic Mobilehome space rental $217
3 Once applicants receive a 3
I h
- .- .. - h Certificate they are authorizedto seek suitable housing.
Participation in the program is voluntary. Applicants must approach prospective landlords and attempt to rent housing. The
Hou8ing Staff is available to answer inquiries and counsel the applicants. All units within the community are eligible for the
program as long as the rent is below the Fair Market Rent (FMR) for the Sen Diego County area. Units
must also be inspected to insure they are safe, decent and sanitary.
PROORAM MAINTENANCE
In brief, the person completes a pre-application, the information is verified. From
the eugiblity list the person is briefed and certified.
participant finds a unit and willing landlord.
HQS, Housing Quality Standards. A contract is entered into with the Owner.
cipant pays 30% of his income toward his total rent, and the program pays the balance
as the subsidy.
Staff has the responsibility to monitor expenditures. Request partial payments from HUD,
control the budget, counsel tenants and landlords, meet Fair Housing requirements, main-
tain program performance, and meet all rules and regulations governing the program.
With the certificate the
The unit is inspected, must meet the
The parti-
INSPECTIONS:
INITIAL, Move-in
ANNUAL, Evy. 12 mos.
or upon owners
request.
MOVE-OUT, Unit clean & vacant
CERTIFICATION:
El igibility for progra
RECERTIFICATION:
Once evy. 12 mos.
ITERIM:
When income or family
composition changes
RENT INCREASE:
An annual adjustment
factor is allowed
EPILOGUE
ONE OF STAFF'S MOST CRUCIAL FUNCTIONS 1s MONITORING PROGRAM PERFORMANCE.
1s ASSURED OF A PROGRAM THAT WILL ATTEMPT TO MEET THE HOUSING NEEDS OF
WITH THIS ACCOMPLISHED, THE COMMUNITY
VERY-LOW INCOME PERSONS OF THE COMMUNITY-
PRE-APPLIUTIONS :
ELIGIBILITY LIST: . .-
INCOME LIMITS
PLA"ING,DEVELOPING
MONITORING
ANNUAL ADJUSTMENT FACTORS
intake, follow-ups, address changes, application up-dates.
update, note changes, preferences, bedroom changes.
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MOVE-OUTS
&
MOVE-INS
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..- CENSUS TRACT MONITORING
OWNER CLAIMS
FMR's, FAIR MARKET RENTS
COORDINATION & IMPLEMENTATION
OWNERSHIP CHANGES
STATISTICAL REPORTS
UTILIZATION REPORTS
FAIR HOUSING RULES & REGULATIONS FRAUD CONTROL
ACCOUNTS RECEIVABLES BRIEFINGS
RENT NEGOTIATIONS WARRANT PAYMENTS & ADJUSTMENTS
CONTRACT COMPLIANCE INVESTIGATING COMPLAINTS
TENANT/LANDLORD RELATIONS
HOUSING QUALITY STANDARDS COMPLIANCE REFEWS
CENSUS TRACT # 179.00 262 -
178.03
178.01
198.00
180.00
31
12
5
9
178.04 7
200.03 1
FAMILIES: INCOME
-.
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Source of Income
County
Construction
Fieldworker
Dr.'s Office
S.S.I.
City
Atdg. School
& AFDC
AFDC only
Male AFDC
Bank
School Empl.
Camp Pendleton
Beauty Shop
Garment Factory
Factory
La Costa
Disability
Hotel/Motel
Flower Industry
Landscaper
AFDC & Child Support
Self
Gas Station
AFDC & Self
SiS.1. over 62 yrs.
Sales
SOC. Sec. only
AFDC & Empl.
AFDC & Hskg.
S.S.I. & Empl.
Off ice
Car Country
City
Hospital
Restaurant
Supermarket
#
2
5
2
3
5
1
3
21
2
2
5
5
2
2
10
3
2
4
8
2
1
2
3
2
3
5
3
5
6
4
1
1
1
4
5
2
- Source of Income
Security
Country Club
School Empl. & AFDC
Sales & AFDC
Convalescent Home
AFDC & S.S.I.
AFDC & SOC. Security
- #,
1
1
1
1
4
5
1
AFDC= Aid to Families with Dependent Children
S.S.I.= Supplemental Security Income