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Home My WebLink About2011-02-15; City Council; Minutes (2)DRAFT City of Carlsbad Council Policies and Practices This document contains excerpts from the Carlsbad Municipal Code as well as other past practices and previously undocumented guidelines for the effective and efficient operation of the City's business from a council member perspective. This manual is not meant to be a complete list of all of the important laws and regulations of the city but rather a user-friendly supplement to assist in understanding and determining the practical application of the general methods by which the City conducts its business. The hierarchy of City rules and regulations is as follows: State Constitution - State Laws for State concerns. Carlsbad municipal code - Resolution and Minute orders. Carlsbad City council polices Carlsbad administrative policies Departmental/Division policies This manual is organized as follows: I. Council Relations II. Council/Manager- Attorney Relations Appendix A Appendix B Appendix C Council Relations Mayor Responsibilities • The mayor (or in his/her absence, the Mayor Pro Tern) shall be the presiding officer at all meetings of the city council. 1.20.190 and 200 • The mayor, with the approval of the city council, shall make all appointments to boards, commissions and committees with the exception of the planning commission, and unless otherwise specifically provided by statute. 2.06.070 • Requests for council representation at public events should be directed to the Mayor, through the council secretary. The Mayor may decide to attend the event him/her self or the Mayor may assign other council members as deemed appropriate. • The city manager shall consult with Mayor on any agenda setting matters not otherwise set forth in this manual or in the City code. Council Responsibilities Confidentiality - No member of the city council, employee of the city or any other person present during a closed session of the council shall disclose to any person the content or substance of any discussion which took place during said closed session unless the city council first authorizes the disclosure of such information by a majority vote. 1.20.050 Council Meeting Items Agenda setting • Items of business may be placed on the agenda by the direction of a member of the council, the city manager or the city attorney. o Council originated items shall be submitted to the city manager by Friday, twelve days prior to the scheduled council meeting. The city manager shall promptly give copies to the other members of the city council for their review and comment. Comments must be returned to the city manager by Wednesday, seven days prior to the scheduled council meeting. The city manager shall include any such comments as a part of the agenda item. If time constraints require it the mayor may approve expedited processing for a council originated item provided copies are made available to the other members of the council, the city attorney and the city manager as soon as the item is prepared and, to the extent possible, any comments received shall be incorporated. 1.20.060 o Citizens may have an item listed on a future agenda by submitting a letter to the City Manager. Unless the Mayor, with the consent of the Council, otherwise directs, such presentations shall be limited to ten (10) minutes. Reconsideration of agenda items 1.20.390 • A motion to reconsider any action taken by the council may be made only at the meeting such action was taken. It may be made either immediately during the same session, or at a recessed or adjourned session thereof. Such motion may be made only by one of the council members who voted with the prevailing side. Nothing in this section shall be construed to prevent any council member from making or remaking the same or any other motion at a subsequent meeting of the council. • A motion to rescind, repeal, cancel or otherwise nullify prior council action shall be in order at any subsequent meeting of the council. The effect of such action shall operate prospectively and not retroactively and shall not operate to adversely affect individual rights which may have been vested in the interim. 2 Meeting length • It is Council's policy to adjourn meetings no later than 10:00 P.M. Correspondence—Availability to the public 1.20.070 and 080 • Correspondence addressed to the city council shall not be a matter of public record unless it is received and filed by the council at a regular, special, or adjourned meeting of the council. • Correspondence shall not be read aloud at a council meeting unless requested by majority vote of the council. • Correspondence concerning a matter on an agenda for consideration by the council, which is received prior to twelve noon on Thursday preceding the meeting, shall be made a part of the agenda item. • Any agenda related writings or documents provided to the majority of the Council, Board or Commission after distribution of the Agenda packet, will be available for public inspection at the City Clerk's counter located at 1200 Carlsbad Village Drive, Carlsbad, CA 92008. In addition, a binder containing all agenda related writings and documents will be held by the Deputy City Clerk at each Council, Board or Commission meeting and available for public review. Action on items of Legislation • As a general rule, the City Council, as a body, will only take official positions on issues that have a direct impact to the city of Carlsbad or a related entity. Individual Council members may send letters on their own behalf on any issue of their choice. • As a general rule, the City Council will not take positions on State ballot propositions unless requested by the majority of the Council. • The City Council adopts from time to time a Legislative platform. The purpose of the Legislative Platform is to clearly outline the position of the City Council on priority issues and matters that impact the city's ability to operate effectively, without precluding the consideration of additional legislative and budget issues that arise during the legislative session. Letters of support or opposition that meet the intent of the platform can be sent by the Mayor without further concurrence by the Council. Council Teamwork Protocols 1. Council Members treat each other and citizens with dignity and respect. 2. Council Members give / receive feedback to another Council Member personally. 3. Council Members will focus comments on the issues, not each other. 4. Once Council makes any decision, all Council Members will respect it. 5. Council Members will be sensitive to their obligation to conduct the public's business in public. 6. Council Members will keep each other informed (i.e., no surprises, ask questions). 7. Council Members must take responsibility for utilizing the chain of command (i.e., go through the City Manager). Council - Manager/Attorney Relations Powers and Duties of the Manager and Attorney are in Appendix C Correspondence • The city manager is authorized to open and examine all mail or other written communications addressed to the city council, except correspondence addressed to individual council members, and to give it warranted attention to the end that all administrative business referred to in said communications and not requiring council action may be acted upon between council meetings; provided, that all communications and any action taken pursuant thereto shall be reported to the city council. 1.20.080 • Correspondence requiring council action shall be placed on an agenda as soon as practicable, together with a report and recommendation from the city manager. 1.20.080 • All responses to requests for information will be shared with all council members, no matter which councilmember made the original request. Questions to Staff at a Council Meeting Every council member desiring to question the city staff at a council meeting shall, after recognition by the presiding officer, address his questions to the city manager, or the city attorney, who shall be entitled either to answer the inquiry himself or to designate a member of his staff for that purpose. 1.20.220 Other Guidelines: • Any council person may, as an individual, request pertinent information on municipal affairs and citizen complaints from the city manager and from department heads through the city manager. These requests will be answered promptly. 2.12.110 • Council members shall work through the City Manager in the execution of the administrative affairs of the City. No individual council member shall give orders or instructions to any subordinates of the city manager. A vote by the majority of the City council in a properly noticed public meeting is required to direct the City Manager to do any significant work product and/or to add goals/projects to the current list. 2.12.110 • The City Attorney shall take his/her orders and instructions from the city council only when sitting in a duly convened meeting of the city council, and no individual council member shall give any orders or instructions to the city attorney. However, any council member may, as an individual, request pertinent information on municipal affairs from the city attorney. These requests will be answered promptly. 2.14.060 • With each other and with city manager/staff, the Council will criticize in private, compliment in public • Concerns about any city staff should be directed to the city manager. • Requests for work to be brought back for Council consideration may be made when an item is under discussion on the agenda or during the council comments section at the end of the meeting. • If requested through the City Manager, staff will support Mayor or a Council member in the writing of public opinion pieces, letters to the editor, or other media releases when the issue is one that the council as a group has voted upon or has otherwise indicated their support/opposition (i.e. Through the legislative platform). All media releases will be done under the name of the Mayor. These pieces cannot be used in campaign literature. • At the direction of the City Manager, staff may attend or prepare notes for Council members presentations to community groups when the purpose is to represent the City Council as a whole. No mention of the campaign, solicitation of funds, or other reference to city council elections may be made. If asked, the council member should express that they are representing the City as a council member/mayor not as candidate. No advertising for the event can mention the election or the candidacy. Council Policy Manual The city manager shall maintain a council policy manual to contain such written policies as the council may adopt. The purpose of council policies is to indicate how the council intends to rule in the future on particular matters of a recurring nature which are subject to their discretion. Policies shall be numbered and dated and shall remain in effect until rescinded. 1.20.580 Appendix A contains a list of policies that the council may want to review during the 2010-2011 fiscal year. Appendix B contains a complete list of council policies currently in effect. Appendix A Policies for future consideration: The following policies have been mentioned over the past few months as ones the City Council may be interested in discussing in the upcoming year. • RV parking in city and along Carlsbad Blvd. • Short term vacation rentals • Sign policies: for businesses; for campaign signs • Wayside Horns; quiet crossings for railroad crossings • Community Activity grants (including special events) • City as a landlord; uses of city owned property • Expenditure limit (CMC Chapter 1.24: not a council policy) • Recycled water: policy on cost relationship to potable water • Tree policy (including effect on sewer laterals) Appendix B Council Policies - Organized by Topic Internal administration 1 Adoption of Council Policy Statements 2 Travel Policy 3 Employee Education Program 6 Uniform Allowance 7 Uniform Allowance & Rental 9 Vehicle Acquisition Operation & Maintenance 14 Standing Operating Procedure for City Studies 22 Purchasing Procedures 60 Employee Computer Purchase Program 67 Contracting Procedures 72 Mobile Handheld Device 70 Insurance Requirements Parks/Rec 4 Street Trees 13 No Smoking in City Recreation Facilities 25 Parks & Rec Review of Future Park Facilities 23 Open Space Maintenance Districts 48 Naming of Parks, Facilities & Amenities in Parks Council/Citizen Items 5 Citizen of the Year 10 Agendas for City Council Meetings 11 Cable Television 19 Procedure for Creating Standing Committees 27 City Council Policy Development Process 39 Administration - Legislative Program 47 Appointments to Boards, Commissions & Committees 69 City Support of the Use of Volunteers 76 Ticket Distribution Policy 37 Special Events Liability & Risk Mgmt Requirements 28 Facility Use Regulations 75 City Government Channel Policy Planning/Development 16 Developmental Policy - Critical Planning Areas 17 Public Facilities Element of the General Plan 20 Street Naming and Addressing Policy 34 Review of Applications for Development Projects 30 Bus Stop Facilities in Major Projects 32 Public Facilities Management System (PFMS) 56 Development Agreements 44 Neighborhood Architectural Design Guidelines 43 Proposition E Excess Dwelling Unit Allocation 65 Signs on Public Property 66 Development of Livable Neighborhoods 64 Wireless Communication Facilities 40 Child Care Policies 52 Americans with Disabilities Act Transportation/Streets 15 Traffic Safety Policies and Warrants 21 Street Overlay Program 26 Vacation of Streets and Quitclaim of Easements 41 Policy on Undergrounding Overhead Utilities 63 Acceptance of Roads Finance/Fees and Revenues 24 Establish Administrative Fees 33 Financing of Public Improvements 54 Procedure for Refund of Appeal Fees 53 Administration - Unclaimed Money 49 Procurement Policy - Recycled Products 55 Public Works Contracts 74 General Fund Reserve Guidelines 61 Request for City Contributions to Grad Nite Activities Utilities 18 Relocation of Utility Facilities 35 Sewer Master Plan 42 Reclaimed Water Use 46 Solid Waste Management 50 Mandatory Recycling Program Enforcement Housing 57 Affordable Housing - Inclusionary Housing Projects 58 Sale of Affordable Housing Credits 73 City Option to Purchase Resale Affordable Housing 68 Inclusionary Housing Incentive Credit Schedule Environmental policies 29 Interim Agricultural Policy 71 Energy Conservation and Management 31 Energy Conservation Incentive Awards Program Donations/Grants 45 Sponsorships and Acceptance of Donations 51 Community Activity Funding 8 Appendix C Powers and Duties of the Council's Appointees City Manager Section 2.12.035 • Generally: administrative head of the government of the city under the direction and control of the city council, responsible for the efficient administration of all of the affairs of the city, to enforce all laws and ordinances of the city and to see that all franchises, contracts, permits and privileges granted by the city council are faithfully observed • Control, order, and give directions to all heads of departments and to subordinate officers and employees of the city under his jurisdiction through their department heads • Appoint, remove, promote and demote any and all officers and employees of the city, except the city clerk, city treasurer and city attorney, subject to all applicable personnel ordinances, rules and regulations. • Conduct studies and effect such administrative reorganization of offices, positions or units under her direction as may be indicated in the interest of efficient, effective and economical conduct of the city's business. • Recommend to the city council for adoption such policies, measures and ordinances as she deems necessary or expedient for the health, safety or welfare of the community. • Attend all meetings of the city council unless at his request he is excused there from by the mayor individually or the city council, except when his removal is under consideration. She may take part in all matters coming before the council. • Keep the city council at all times fully advised as to the financial conditions and needs of the city and make such recommendations as he may deem desirable. • Prepare and submit the proposed annual budget and the proposed annual salary plan to the city council, with a message describing important features thereof, and be responsible for its administration after adoption. • Responsible for the purchase of all supplies, materials and equipment for all the departments or divisions of the city for which funds are provided in the annual budget, and prepare and submit to the council as of the end of the fiscal year a complete report on the finances and administrative activities of the city for the preceding year. • Make investigations into the affairs of the city and any department or division thereof, and any contract or the proper performance of any obligations of the city; further, it shall be the duty of the city manager to investigate all complaints in relation to matters concerning the administration of the city government and in regard to the service maintained by public utilities in the city. • Exercise general supervision over all public buildings, public parks and all other public property, equipment and supplies, which are under the control and jurisdiction of the city council. • Executive manager for the municipal water district. The executive manager shall be the administrative head for the water district and report directly to the board of directors. • All officers, City Attorney and other subordinate officers shall assist the City Manager in the functions of her office. • Examine and approve for administration all agenda items coming before the City Council. City Attorney. (Ord. NS-160 § 2,1991; Ord. 1212 § 1 (part), 1978) Chief legal officer of the city, act as the legal counsel for the municipal water district: • Advise the city council, its committees, its various boards and commissions or any city officer, when requested, upon all legal questions arising in the conduct of city business; • Prepare or revise ordinances or resolutions when so requested by the city council or by the city manager; • Make recommendations for ordinances, resolutions or other documents or procedures affecting the legal position of the city; • Give his opinion upon any legal matter or question submitted to him by the city council, any board or commission of the city, the city manager, or any other city officer; • Attend all city council meetings, unless excused by the city council, for the purpose of giving the city council any legal advice requested by its members; • Attend such meetings of other boards and commissions of the city as he shall deem necessary and proper or as the city council may direct; • Prepare for execution, or approve as to form, all contracts and instruments to which the city is a party, and approve as to form and for filing all bonds and insurance policies submitted to the city; • Make the following reports: o Immediately report the outcome of any litigation in which the city has an interest to the city manager and the city council, o Make an annual report to the city manager and the city council as of July 31st of each year of all pending litigation in which the city has an interest and the condition thereof and of the state of his office; • Enforce city laws and regulations through office hearings and court proceedings, both civil and criminal; • Review and analyze all state and federal legislation affecting the city; • Appear on behalf of the city before such legislative committees and regulatory agencies as the city council may direct; • Represent the city in all legal actions to which the city is a party and for which other arrangements for legal counsel have not been made; • Perform such other duties as may be imposed by statute, by any ordinance of the city or by other action of the city council; • Employ special counsel when City Council deems it in the best interest of the City. • All officers, City Manager and other subordinate officers shall assist the City Attorney in the functions of his office. • Approve as to form and legality all agenda items coming before the City Council. 10 Not part of document at this time Council/ Boards and Commission Roles Process for forwarding item to the city council by the Planning commission: 1. If a Commissioner(s) feels that an issue needs to be brought to the attention of the City Council, the Commissioner shall make a motion to place an item on a Planning Commission agenda for discussion. 2. A majority vote is needed to approve placing the item on a Planning Commission Agenda for thorough discussion. 3. The Planning Commission item will then be included on a Noticed Hearing Agenda. 4. The item will be discussed during the noticed Planning Commission Hearing. 5. The Planning Commission will then vote on whether to forward the item to the City Council for consideration at a City Council Workshop. A majority vote of the Planning Commission is needed to forward the item to the City Council. 2/14/2011 A Look Back to Move Forward Lisa Hildabrand, City Manager The Good Times Mid 2000's Change in Adopted Budget General Fund Year Adopted 2004 2005 2006 2007 -1000 permits issued annually Numerous parks under construction Housing prices jumping New hotels opening Car sales booming City revenues up by 7- 9% per year 2/14/2011 What Was Happening 2007 to early 2008 HOUSING PRICES DECLINING BEAR STEARNS RESCUE! The Slowdown 2007 to early 2008 Change in Adopted Budget General Fund . $12C_o 1 $10 $8 $6 $4 $2 $- : v A Year Adopted 2005 2006 2007 2008 ^CARLSBAD City Actions May 08: Reduced traffic impact fees June 08: Adopted "hold the line" budget - 2% total increase - Slight reduction in positions 2/14/2011 What Was Happening September 2008 DOW DROPS 778 POINTS Largest single day in history — AIGemergency loan What Was Happening The Rest of 2008 (Etmes FEDERAL BUDGET DEFICIT REACHES RECORD $237.2 BILLION CARLSBAD APPROVED! BUSINESS St.ii.rti A f>»n:«r l&. J-iMW Nt'AVS JOBLESS CLAIMS SOAR! 2/14/2011 The Crash Late 2008 to Early 2009 Change in Adopted Budget General Fund CARLSBAD City Actions January 2009 - $6.2 million in budget reductions - Instituted managed hiring freeze — Realigned workforce to generate personnel reductions What Was Happening Early to Mid 2009 "-NEWS DOW DIPS BELOW 7000 FOR FIRST TIME SINCE 1997 FINALEDITION Obama signs $819 billjoneconomicimuius package Jobless cla hit alt time 2/14/2011 City Actions April 09: Business forum, economic stimulus ideas. Implemented: — Diagonal parking - Seasonal theme events and Endless Summer campaign - Increased grant writing — Fees held, Extended tentative maps - Development Review Team recommendations - Business Incubator RFP - Village lighting The Great Recession 2009 Change in Adopted Budget General Fund City Actions July 2009 - Adopted GF budget $9.2 million less than previous year - Total 14 less positions than previous year - Balanced budget 2/14/2011 The Recovery Late 2009 to 2010 POST WORLD WAR II RECESSIONS No*. 1948 • Oct.1949 Jui. 1953-May1954 Aug. 1957 -Apr. 1958 Apr. 1960 • Feb.1961 Dec 1969 • Nov. 1970 Nov. 1973-Mar. 1975 tel 1980 ..i MO M 1981 - Nov. 1982 M 1990-Mar, 1991 Us 2001 - Nov. 2001 D«c. 2007 -Jun. 2009 • Ended in June 2009 • Slow Recovery - No jobs - Underwater mortgages - Drag from investment losses - Stagnant real estate market City Actions Adopted 2nd tier pension plan and full pick up of pension costs for safety employees In negotiations with general employees Continual evaluation of vacancies Implementing technology to reduce operating costs Developing alternative service delivery options 2/14/2011 Carlsbad's History Change in General Fund Budget Personnel 15,000 1C.OOO 5,000 (5,000) (10,000)July July July July July July 2005 2006 200? 300£ 20C9 2010 20 10 -10 -20 ll II July July July Jjly July Jul) 2005 2006 2007 2908 2009 2010 Carlsbad's Financial Forecast Chuck McBride, Finance Director 2/14/2011 City of Carlsbad Ten Year Financial Forecast Overview National Economy • Unemployment Decreasinr • Gross Domestic Product lncreasin[ • Consumption Sluggish • Housing Remains Weak Overview State Economy & Budget Deficit • Unemployment Remains High • Slow Recovery • Governor's Proposals 2/14/2011 Overview Regional Economic Trends • USD Economic Indicator • Local Unemployment • Commercial Vacancy Assumptions No Change in Timing of New Facilities Infrastructure Replacement transfer remains at 6.5% of GF revenues CalPERS Rates Golf Course 2/14/2011 2/14/2011 Questions General Fund Preliminary FY 2011-12 Forecast Actual 2009-10 REVENUES 118,063 2.0% TOTAL REVENUES 118,063 EXPENDITURES BASE: 101,045 -0.7% Capital outlay 3,963 Contingency 75 Transfers: Infrastructure Replacement (6.5%) 6,538 Golf Course Ops Transfer Miscellaneous Transfers 177 LLD #1 Transfer Golf Course Land Transfer 267 TOTAL BASE 115,202 ADDITIONAL BUDGET ITEMS: New Facilities: Civic Center (net of vacated facilities) Public Works Center Joint First Responders Training Facility Aviara Park Community Center Alga Norte Park (net of fees) Alga Norte Aquatic Complex (net of fees) Pine Park Comm Ctr Poinsettia Park-Phase 2 Leo Carrillo Park Phase 3 and Barn Veteran's Memorial Park Library Expansion Robertson Ranch Park Business Park (Zone 5) ITOTAL EXPENDITURES 1 1 5,202 3% (REVENUES OVER (UNDER) EXP 2,861 Percent of Budget 2% Projected 2010-11 111,136 -5.9% 111,136 101,300 0.3% 0 500 7,224 207 254 1 09,485 109,485 -5% 1,651 2% Projected 2011-12 112,548 1.3% 112,548 104,930 3.6% 50 500 7,316 1,740 214 378 115,128 Projected 2012-13 117,182 4.1% 117,182 107,587 2.5% 100 500 7,617 1,700 221 560 118,285 Projected 2013-14 122,610 4.6% 122,610 110,365 2.6% 100 500 7,970 1,600 231 515 121,281 Projected 2014-15 127,786 4.2% 1 27,786 114,594 3.8% 100 500 8,306 1,400 240 541 125,681 Projected 2015-16 135,491 6.0% 135,491 1 1 9,470 4.3% 100 500 8,807 1,100 250 572 130,799 Projected 2016-17 143,484 5.9% 143,484 124,545 4.2% 100 500 9,326 1,100 255 605 136,431 Projected 2017-18 149,218 4.0% 149,218 129,735 4.2% 100 500 9,699 1,100 265 690 142,090 Projected 2018-19 157,175 5.3% 157,175 135,066 4.1% 100 500 10,216 1,100 275 673 147,931 Projected 2019-20 162,874 3.6% 162,874 140,553 4.7% 100 500 10,587 1,100 286 709 1 53,834 Projected 2020-21 170,446 4.6% 170,446 146,197 4.0% 100 500 1 1 ,079 1,100 296 744 160,017 27 13 115,168 5% (2,620) -2% 54 13 118,353 OO/ (1,171) -1% 404 55 760 440 14 122,954 4% (344) 0% 415 57 781 452 14 127,401 4% 385 0% 427 59 803 465 14 132,567 4% 2,925 2% 440 60 828 479 500 250 138,989 5% 4,496 3% 454 62 854 494 516 258 144,727 4% 4,491 3% 468 64 880 509 532 266 150,649 4% 6,526 4% 1,100 481 66 906 524 547 274 751 158,484 5% 4,390 3% 1,100 495 68 931 539 562 281 751 164,743 4% 5,703 3% Economic Development Work Plan CITY OF CARLSBAD FY 2010-11 Carlsbad Community Vision Core Value #4 Strengthen the city's strong and diverse economy and its position as an employment hub in north San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism. •Business Cluster Analysis •Business Outreach Visits •Chamber of Commerce Protocol •Establish "Business Assistance Team" ' •GIS/Web Database •Website Update •Quarterly E-Newsletter 'Missing Segment Analysis 'Annual Broker Event 'Technology Business Incubator 'Establish "Business Assistance Team" - •Envision Carlsbad Phase II •Development Review Team (DRT) •Development Review Process (DRP) Improvements •Car Country Carlsbad Dialogue Implementation Business Retention and Expansion Item I$taftWL._ Business Cluster I Completed: Analysis • Initial identification and analysis completed with ADE's economic development strategy. Future Actions: • Economic Development Manager to refine the analysis and develop strategic action plan. Business Outreach Visits Completed: • Business visits to establish contact, develop relationships, and expedite issue resolution where completed to Life Technologies, Isis Pharmaceuticals, No Fear, Anchor Audio, Forecast 3d, and Carlsbad Research Center Board, Future Actions: • Economic Development Manager to further develop outreach protocol for staff and city representatives. Chamber of Commerce Protocol Completed: • Initial introductions and contact information established for working more closely with the Chamber of Commerce. Future Actions: • Economic Development Manager to develop protocol for continuing to enhance connections with Chamber. Establish "Business Assistance Team" Completed: • Team established in January. • Success stories include Beckman Coulter, Isis Pharmaceuticals and Life Technologies. Future Actions: • Creating mission, purpose, and protocols (complete in February/March 2011) for city staff and city representatives. Business Attraction Item Tstatus Missing Segment Analysis Completed: • Initial segment analysis completed through ADE's economic development strategy report. • Short-term Economic Development Communication Strategy completed, working with city Communications Division. • Economic Development Marketing Messages completed. Future Actions: • Economic Development Manager to refine segment analysis and develop outreach protocol. Annual Broker Event Completed: n/a Future Actions: • To be completed later this year by Economic Development Manager. Technology Business Incubator Completed: • Issued RFP on September 16, 2009 - no proposals received. • Post RFP, worked with North SD Economic Development Council for approximately nine months - no responsive proposal ever submitted. Future Actions: City's approach to be re-evaluated by Economic Development Manager. Establish "Business Assistance Team" Completed: • Team established in January. Future Actions: • Creating mission, purpose, and protocols (complete in February/March 2011) for city staff and city representatives. Information Enrichment Item ] Status GIS/Web Database Completed: n/a Future Actions: • Finalizing updates to Economic Development Website pages which will include an active link to industriai/office/retail brokerage listings in Carlsbad - complete in March/April 2011. • Maintain & enhance database and usability as necessary. Website Update Completed: • Economic Development Marketing Messages completed, which are being used in updating Economic Development Website pages in conjunction with city Communications Division. Future Actions: • Finalize updates to Economic Development Website pages - complete in March/April 2011. • Maintain & update as necessary. Quarterly E-Newsletter Completed: • Researched various Economic Development newsletters from other cities. • Short-term Economic Development Communication Strategy completed, which identifies business-oriented newsletter as an important communications strategy. Future Actions: • To be completed later this year by Economic Development Manager. Process Enhancements Item Status Envision Carlsbad Phase II Completed: • Envision Carlsbad Working Paper No. 2, The Local Economy, Business Diversity, and Tourism, completed. Future Actions: • Economic Development Manager to be an on-going active participant in Envision Carlsbad GP Update. Development Review Team (DRT) Completed: • DRT has been in place since May, 2008 and meets monthly to monitor major projects and ensure project review timeliness. • DRT success stories include isis Pharmaceuticals, Paseo Carlsbad, Lowes/Palomar Commons, and Hilton Carlsbad Beachfront Resort & Spa. • Produces "Development Project Monitor" on a quarterly-basis. Future Actions: • Continue to utilize DRT and improve project status reporting. Development Review Process (DRP) Improvements Completed: • DRP recommendations 2/3rds complete. Future Actions: • Second 6-month status report to be distributed in February 2011. • Complete implementation of all recommendations by June 30, 2011. Car Country Carlsbad Dialogue Implementation Completed: • Series of four collaboration meetings between the Car Country task force and city staff completed. Future Actions: • Summary Recommendations Report in preparation for presentation to CC in 4th quarter 2010/11. New Rules for Elected Officials In Times of Economic Meltdown by Frank Benest This is a challenging new era for local elected officials charged with governing in the midst of economic meltdown. Typically candidates have run on platforms to make community improvements. Once elected, governing board members have historically enjoyed access to some "slack resources" to respond to ever-increasing community demands. With the economic melt- down, no slack resources exist for new projects. In fact, ongoing budget cutbacks, layoffs and demoralized employees all threaten local government's ability to deliver services. A Diminished Capacity to Respond Local governments are experiencing permanent fiscal stress that undercuts their ability to respond to the big issues of the day. The financial crisis is exacerbated by a talent crisis as a whole generation of Baby-Boomer professionals retire. Elected officials' policy innova- tions are futile without staff talent to execute them. To make matters worse, employees are feeling fearful, pessimistic and even victimized. In a culture of fear, creativity cannot flourish, and consequently local government cannot overcome its problems. 10 New Rules Based on my work with public agencies, I have crafted 10 new rules for local govern- ment leaders grappling with the current adverse economic conditions. Identity the "core." To allocate scarce resources, governing boards must first identify core versus non-core businesses or program areas. For example, in one Northern Cali- 9 fornia county, the county manager contacted city representatives to identify core and non-core businesses, with the intent of identifying possible func- tions that cities might wish to contract out to the county. The two top core functions that cities wished to keep in-house were land-use planning (determining the physical character of the community and promoting economic vitality) and park programming (affecting the quality of life in a community). Without first deciding on what is core, governing boards may protect public safety pro- grams at all costs and consequently gut the library and recreation services that are also vital to a community's well-being. continued Frank Benest, Ph.D., is former city manager of Palo Alto. He currently serves as the senior advisor to the International City/County Management Association for Next Generation Initiatives and can be reached at <frank@frankbenest.com>. This article was prepared in collaboration with the Institute for Local Government. !-.«..»„„. -\nt 1 io New Rules for Elected Officials in Times of Economic Meltdown, continued 2 Focus on a few priorities. The governing board as a whole must identify a few 9 priorities (three to five at the most) and then relent- lessly pursue those priorities with limited resources. To assist the board in this courageous conversation about hard choices, itO is wise to engage a broad range of community groups and thus make the resulting priorities more legitimate and enduring. When new demands for local government action arise, as they will, the governing board must insist that any new demand replace an existing obligation. When 1 first arrived in Palo Alto as the new city manager, the department directors identified 39 high-priority projects approved by the council. With the assistance of city management, the council was able to identify and then focus on five priorities. We then hung banners in the council chambers, one banner for each priority. When someone suggested a new priority, the mayor or the city manager could then ask which banner the council would like to remove. 3 Subtract, subtract, subtract. To aggressively pursue a few priorities with shrinking W resources, governing boards must help their organiza- tions relentlessly subtract. When I became city manager in Palo Alto, we created a 90-day "Office of Bureaucracy-Busting." Employees submitted hundreds of ideas to eliminate ritualistic activities that drained resources and provided no added value. Some ideas were simple and easy to implement, such as elimi- nating quarterly activity reports that no one read or verbatim minutes of commissions. Other ideas were more complicated, such as re-engineering and simplifying the city's contracting pro- cess, which ultimately reduced the time needed, to approve major contracts from six months to three. An organization must "accelerate" so it can effectively pursue a few priorities or respond to new demands in economic hard times. To accelerate, it must subtract. In a culture of fear, creativity <a<»cannot flourish. 4,Limit requests for new analysis and reports. While governing board members may resist a commu- nity groups demand to immediately respond to some problem with a new service, the board often directs staff to conduct a new analysis or prepare a report. In good times, these kinds of governing board reactions to new demands may mollify constitu- ents making the service request. In bad rimes, such referrals of nonpriority items to staff simply divert scarce staff resources and undercut the local government's ability to perform. 5 Have the courage to say "no." Once a governing board identifies core program areas W and a few priorities, it must remain focused and help the organization stay the course. Elected officials must have the courage to say "no" when groups make new demands. 6 Avoid a zero-risk environment. To overcome the resource challenges facing local Q government, governing boards must encourage in- novation. Examples include self-service kiosks for certain kinds of permits, selling computer support or other services to adjacent public agencies, or sharing public safety services with other juris- dictions (for more on this topic, read "What You Need to Know About Regionalizing Public Safety Responsibilities" at www. westerncity.com). The problem is that local governments are risk averse. In fact, in an economic meltdown, the media, community groups and elected officials jump on any mistake and personally criticize committed staff. In such a hypercritical culture, most employees will hunker down and avoid taking any calculated risks. Innovation does not occur in a zero-risk environment. Learn- ing from mistakes is a key element in the innovation process. Employees must be encouraged to experiment, test ideas and fix problems and mistakes along the way. If governing boards do not protect creative and risk-taking employees from abuse, no innovation will occur — regardless of exhortations from the dais. 7 Pursue nongovernmental solutions. Local government can no longer be the center of all ft problem-solving. Elected leaders must put the issue or challenge in the center and work with private, nonprofit and other community partners to address the problem. Elected lead- ers need to focus on their roles as conveners and facilitators and avoid proposing new direct services. nf ra Titioc 8 Free up funds for a few targeted investments. Even in severe budgetary times, a local government must make a few strategic investments to position itself for the future. Consequently, it must "over-cut" to enable investing in areas such as employee development, information technology, critical capital improvements, energy efficiencies and strategic partnerships that address neighborhood violence or promote economic development. 9 Provide meaning and emotional support to staff. * Again, elected officials cannot achieve their policy agenda without the commitment of creative staff. To maximize employees' effectiveness, it's important to understand what moti- vates them. While salary is one motivator, people work for more than just a salary — particularly in the public sector. For many public employees, work-related rewards include the opportunity to contribute to their community's quality of life, help others and achieve a sense of accomplishment. As Daniel Pink says in die book A Whole New Mind, "meaning is the new money." Elected officials should translate their requests to staff in terms of the meaning of the work. For example, board members need to talk about the meaning of a new bike lane in terms of making biking safer and promoting healthy lifestyles. Elected leaders are key translators. Public agencies face a "productivity paradox." At precisely the point that local governments need giant leaps in productivity to overcome the cuts, productivity spirals downward. Elected offi- cials can help the organization survive difficult times by showing concern for employees, providing encouragement and recogniz- ing employee efforts. Simply telling employees to "suck it up" does not help overcome the productivity paradox. continued on page 21 Recycled Water turning waste into The other 1% a resource for me future Where does the treated waste water go? Committed to».:••'." ;;:" t; helping California public agencies to fulfill their mission. How waste water becomes recycled water "Napa Sanitation District believes that recycling water is an environmentally responsible way to conserve scarce water supplies in the Napa Valley. Meyers Nave's assistance in assuring compliance with Federal and State regulatory schemes in this area has been invaluable!' ~ Jill Techel, Chair WWW.MEYERSNAVE.COM 800.464.3559 io New Rules for Elected Officials in Times of Economic Meltdown, continued from page 15 -jt f\ Help develop tafent and rebuild I I I organizational capacity. JL \S 9 Without talent, the governing board cannot solve the problems facing the local government. In times of severe budget cuts, the local government faces a "free exiter" problem. The "stars" or "A players" of the organization can freely exit and get a job with better pay elsewhere. If they stay, they may look for new opportunities as the economy improves. Employees, especially the "A players," will stay as long as they are growing and stretching. In fact, learning is the new social glue that holds organizations together. To support employee development, board members must resist gutting talent development budgets. The good news is that talent development programs are inexpensive. Cost-effective programs include talent exchanges with odier agencies, leadership acade- mies or educational webinars sponsored by a consortium of local governments, and interim or rotational assignments. Courageous Conversations Certainly, following these 10 rules will not be easy for elected officials. Adhering to the new rules requires focus, discipline and will. Perhaps more than anything, elected leaders must exhibit courage. Courage has always been a key attribute for leaders. Given the hard choices facing elected officials, courage will become a hall- mark of effective governance. Convening stakeholders, starting courageous conversations and engaging all groups in difficult decisions will become the core competencies of leadership. Elected officials are stewards of our local governments. To help our organizations adapt to change, governing board members must understand the nature of their environment; communi- cate a new reality to employees, labor unions, community and other stakeholders; and focus on new roles and behaviors. If elected officials adhere to these new rules of governance, their local governments can survive and even thrive in a perma- nently disrupted world. H JO B P O R T UNI T 1 City of Alhambra, CA Characterized by charming, well-manicured residential neighborhoods and a growing number of businesses, Alhambra (pop. 93,000) is a premier family-oriented and economically prosperous community located just east of Los Angeles in the San Gabriel Valley. An award-winning City, Alhambra is recognized for a favorable combination of housing, business, employment, and recreational opportunities. This full-service City has 645 FTE's and 2010/11 operating budget of $132 million. Four outstanding career opportunities are available with the retirement of key members of the City's Leadership Team. Finance Director Department performs all accounting, purchasing, cashiering, treasury management, banking, debt administration, payroll, billing, collections, business and animal licensing, warehouse operations, biennial budget and CAFR. Staff of 18 FTE's and 2010/11 budget of $2.1 million. Filing date is February 7, 2011. Fire Chief Responsible for providing fire safety, emergency services, and the delivery of emergency medical services to the community. Accomplished through four engine companies, one truck, one urban search and rescue, and two paramedic ambulances out of four stations. Staff of 80 FTE's and 2010/11 budget of $2.1 million. Filing date is February 7, 2011. Please send your cover letter and resume electronically to: apply@peckhamandmckenney.com Call (866) 912-1919 for more information or to request a detailed brochure. The brochure is also available on our web site at www.peckhamandmckenney.com. Development Services Director Comprised of five divisions including planning, building, housing, economic development, and redevelopment. Oversees the development and maintenance of the City's built environment; the creation of a vibrant and stable local business community; and the rehabilitation and creation of affordable housing. Staff of 13 FTE's and 4 contract employees and 2010/11 budget of . $14.3 million. Filing date is February 14,2011. Police Chief Two Captains oversee the divisions of Field Services and Support Services. Department coordinates with other City Departments to produce outstanding overall service to the community. Total staff of 267 FTE's and 2010/11 budget of $21.9 million. Filing deadline is February 14,2011. PECKHAM MCKENNEY www.westerncity.com CITY OF CARLSBAD Major Projects At a Glance Project Name Lead Department 4fe"? ^£!??J^^J^?^^^M^?£^^?^ Parks and Recreation Description Third party assessment of existing design and operations plan of proposed park. Results of assessment wil! identify necessary code updates of existing plans and specifications. It will also identify alternative design and operations scenarios that could reduce general fund operating subsidies. Cost Design and operations assessment; $36,000 Current projected development cost for Phase I; $40 million Status and Timeline Findings of design and operations assessment to be presented at the March 15, 2011 City Council Workshop Project Name Lead Department Description Cost Status and Timeline Golf Course Renovations Parks and Recreation Identification of possible adjustments or renovations to The Crossings Golf Course. The renovations would be designed to make the course less difficult to play in order to increase the number of rounds played. Additional renovations are being explored to create a consistent food and beverage area for golfers that would not be affected by banquets and special events. To Be Determined Findings and recommendations expected April 2011 Lead Department ^pj^cjomtnendgtions_ Community & Economic Development (TRAN, P&R) Description To collaboratively explore ways to physically and economically improve car Country Carlsbad and generally to improve relations between the City and the car dealers. The four areas of focus identified through the collaboration process include: traffic & safety; signage; general appearance; specific plan updates. Cost Status and Timeline Summary Recommendations Report work being completed by city staff. Facilitator contract for collaboration meetings completed. Future costs dependent upon CC direction on Summary Recommendations Report. Series of four collaboration meetings between the Car Country task force and city staff completed. Currently preparing Summary thRecommendations Report for presentation in 4 Quarter 2010/11. CITY OF CARLSBAD Major Projects At a Glance Project Name Lead Department Description Cost Status and Timeline Project Name Lead Department Description Cost Status and Timeline Oak Yard Vision/Re-Purpose Strategy Housing and Neighborhood Services Develop and prepare a phased strategy for the development of the Oak Street Yard into a Cultural Arts Center/Community Activity Center. No funding appropriated for project to date. Stakeholders to be consulted to develop an estimate of costs for a phased approach to redevelopment of the site. Initial research and preliminary plan prepared to implement a phased strategy for the development of the Oak Yard into a Cultural Arts Center/Community Activity Center. Next steps include interviews with stakeholders to discuss and refine or redefine the phased strategy for redevelopment of the Oak Yard, and to prepare a business development strategy to enhance arts, culture and entertainment activities within the Village Area. Anticipated completion date for draft redevelopment strategy: June 30, 2011 State Parks Land Exchange City Manager Development ancl Execution of a Land Exchange Agreement with State Parks for property along Carlsbad Boulevard, south of Cannon Road (Manzano Drive). Costs associated with the Land Exchange are part of the Carlsbad Boulevard Realignment Project. Approximately $3 million has been set-aside to date in the CIP from Gas Tax funds. An MOD between State Parks and the City has been drafted and is currently being reviewed by attorneys' for the State. The State has indicated that they may have the document executed as early as the end of February or 1st part of March 2011. Staff is currently working on a project timeline that will include preliminary design and environmental reviews that will be necessary to complete the Land and Water Conservation Fund conversion requirements and the Exchange Agreement. CITY OF CARLSBAD Major Projects At a Glance Lead Department Carlsbad Boulevard Realignment Transportation Department Description Prepare preliminary design and environmental documents to facilitate land exchange with State Parks and future realignment of Carlsbad Blvd. Cost Approximately $3 million has been set aside to date in the CIP from Gas Tax funds for preliminary design, environmental documents, and appraisal efforts. Preliminary road realignment costs are $50 million Status and Timeline City has received statement of qualifications from consultants, professional services contracts for Council consideration 4th quarter of FY 10-11, schedule will be driven by environmental review process, estimate 1 to 3 years to complete 30% design to facilitate land exchange. Project Name Lead Department Description Cost Status and Timeline Traffic Management System Transportation Department Interconnection of City traffic signals into centralized control center and signal timing optimization. Installation phasing to meet CIP budget. $912,000 allocated over four years in CIP. Estimated M&O increase of $50,000/yr. Pilot program complete, finalizing bid documents for FY 10-11 installation, FY 10-11 focused on PAR & ECR. Project Name Lead Department Description Cost Status and Timeline La Costa Avenue Traffic Calming Transportation Department Prepare traffic calming improvement recommendations to reduce speeds and improve the quality of life on La Costa Ave. between El Camino Real & Rancho Santa Fe. Cost estimates range $1 - $3 million depending on type of improvements. Current CIP appropriations $ 1,140,000 for 6 traffic signals, traffic calming improvements will reduce or eliminate number of traffic signals. Installing interim safety improvements, traffic calming process and strategy options for Council consideration 4th quarter FY 10-11 CITY OF CARLSBAD Major Projects At a Glance Project Name Lead Department Description Cost Status and Timeline Recreational Vehicle Parking Transportation Department Address concerns with beach RV parking and citywide RV nuisance parking. Beach RV parking restriction - implementation cost minimal. Citywide parking restriction - sign installation to be determined once number of signs estimated. Ordinance regulating RV beach parking for Council consideration March 2011, options for regulating citywide RV parking for Council consideration March 2011. CITy OF Projects and Programs ^CARLSBAD for Discussion Getting Started Economic Development Alga Norte Community Park Golf course renovations Car Country Working Group Recommendations Oak Yard reuse plan Manzano Land Swap with the State and Carlsbad Blvd. Realignment Traffic Management System Traffic calming on La Costa Avenue Recreational Vehicle Parking in the City Potential New City Owned Real Estate Master Plan Barrio Enhancement Plan Village Main Street Program Update to Sign Ordinance Policy Short Term Vacation Rental Policy Neighborhood Outreach Program for Council Others??? <jj^ cur OF Projects and Programs & CARLSBAD Underway Authorized & Underway Aqua Hedionda dredge project Automated Meter Reading Citizen Relationship Management Program • Corporate Yard Relocation • Desalinization Plant Review • Development review process recommendations • Envision Carlsbad - General plan update • Fire Station 3 Relocation • Green Building Codes • Human Resources Management System • Hydro electric project • Joint First Responders Training Facility construction & operations • Labor negotiations • Lake Calavera Master Plan implementation • Landscape Improvements to Pine Park (Madison Property) • Leo Carrillo Barn Restoration • Managed Service Delivery • New Restrooms at Pine Park • Power Plant, CEC and emergency ordinance • Prop D Implementation • Solid waste strategy and contracts • Vista-Carlsbad Interceptor • Water and sewer master plans • Water Recycling - Next Phase • Westfield lease and project review HowesWeiler&Associates LAND USE PLANNING AND CONSULTATION 1. Look at revising the existing PM 2'one to allow for a wider variety of uses. 2. The City should look for realistic, feasible solutions rather than obstacles or solutions that are impossible to implement, especially for small businesses attempting to locate in Carlsbad. 3. Delegate more decision making authority to the Planning Director. This could greatly speed up the processing of smaller projects that currently have to go to a Planning Commission hearing under the current ordinances requirements, such as CUPs, CDPs, etc. The City has a good staff whose judgment should be trusted. Project noticing should be conducted similar to a project requiring approval at a public hearing, however, if no comments are received from the public then the Planning Director could approve the project. If an adjacent property owner has a concern with a project approval by the Planning Director, they have the ability to appeal to the Planning Commission and City Council. 4. Encourage the staff to be open to new ideas and concepts. Just because it has never been done before in Carlsbad, does not mean it is not a good proposal or would adversely impact the City. Tel. 760.929.2288 Fax. 760.929.2287 Email, info@hwplanning.com 5927 Balfour Court, Suite 202, Carlsbad, CA 92008