HomeMy WebLinkAbout2021-04-27; City Council; ; Fiscal Year 2021-22 City Council Goals Work PlansMeeting Date: April 27, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Jason Haber, Director of Intergovernmental Affairs
jason.haber@carlsbadca.gov, 760-434-2958
Subject: Fiscal Year 2021-22 City Council Goals Work Plans
District: All
Recommended Action
1.Adopt a resolution approving the work plan to achieve the City Council’s fiscal year
2021-22 goal to “Engage the community through a citizens committee to create a new
plan to manage growth in Carlsbad in a way that maintains an excellent quality of life”
2.Adopt a resolution approving the work plan and necessary funding appropriations to
achieve the goal of “Reducing the homeless unsheltered population, among those who
want help, by 50 percent within five years”
3.Adopt a resolution approving the work plan to achieve the goal to “Bring the Fire
Department into conformance with Standards of Cover evaluation”
4.Adopt a resolution approving the work plan to achieve the goal to “Conduct a facilitated
City Council workshop to work on team building and City Council communication and an
ethics ordinance to support the delivery of superior public service”
Executive Summary
The City Council identifies its strategic policy goals every two years in the fall. Because of a City
Council vacancy, the goal setting schedule and approach was modified to include a goal setting
process in early 2021 to identify goals that could be incorporated into the fiscal year 2021-22
city budget, followed by a strategic planning process to start in fall 2021.
The City Council concluded its goal setting process on March 11, 2021, by identifying four
priority goals, as well as additional goals to be considered in the fall. The next step in the
process is to finalize work plans for each of the goals so they can be incorporated into the
budget adopted by the City Council in June 2021.
CA Review CKM
April 27, 2021 Item #4 Page 1 of 26
Discussion
The City Council conducted a three-day goal setting workshop between Feb. 4 and March 11,
2021. At the conclusion of the March 11 workshop, the City Council identified four priority goals
and directed staff to develop work plans to support those goals for fiscal year 2021-22. Staff
has prepared these work plans for the City Council’s review (See attachments to the
resolutions).
Staff have developed the following objectives for the City Council’s consideration to support the
four priority goals:
1. Engage the community through a citizens committee to create a new plan to
manage growth in Carlsbad in a way that maintains an excellent quality of
life.
• Objective 1 – Develop composition and charter of a Growth Management
Plan Citizens Committee
2. Reduce homeless unsheltered population, among those who want help, by
50% within five years, with quarterly reports until we decrease the
unsheltered homeless population or five years.
• Objective 1 – Hire or contract with employment and benefits specialist
• Objective 2 – Hire additional homeless outreach officers and social
workers
• Objective 3 – Enhance clinical services at La Posada shelter
• Objective 4 – Operate a Carlsbad hotel/motel voucher pilot program
• Objective 5 – Increase Community Resource Center services
• Objective 6 – Provide staff support for the Homeless Action Subcommittee
• Objective 7 – Create a new Housing & Homeless Services Department
3. Bring the Fire Department into conformance with Standards of Cover
evaluation.
• Objective 1 – Improve fire stations 4 and 6 and procure two new
ambulances
• Objective 2 – Staff a temporary Fire Station 7 in the area of Cannon Road
west of Interstate 5 and procure a new fire engine
• Objective 3 – Establish a permanent Fire Station 7 in the area of Cannon
Road west of I-5
4. Conduct a facilitated City Council workshop to work on team building with
City Council communication and an ethics ordinance to support the delivery
of superior public service.
• Objective 1 – Design and hold a City Council workshop focused on the
topics of teamwork, communication strategies, implicit bias,
microaggressions and the development of an ethics ordinance (scheduled
for May 6, 2021).
Additional details regarding the tasks associated with achieving each objective can be found in
the work plans attached to the resolutions.
April 27, 2021 Item #4 Page 2 of 26
Fiscal Analysis
Cost of goals
The total one-time cost to carry out the City Council’s goals is $26,500,899 and the total
ongoing costs average $6,811,711 over each of the following five fiscal years.
The following tables depict the one-time and ongoing cost estimates by fiscal year in total and
for each of the goal priorities:
Total City Council goals costs
Fiscal year One-time Ongoing FY total
2020-21 450,700 175,010 625,710
2021-22 9,064,299 3,817,158 12,881,457
2022-23 1,805,900 5,830,668 7,636,568
2023-24 180,000 6,217,974 6,397,974
2024-25 - 6,509,810 6,509,810
2025-26 15,000,000 6,815,711 21,815,711
6-year total 26,500,899 29,366,331 55,867,230
_____________________________________________________________________
1. Citizens committee objectives cost
Fiscal year One-time Ongoing FY total
2020-21 - - -
2021-22 350,000 - 350,000
2022-23 - - -
2023-24 - - -
2024-25 - - -
2025-26 - - -
6-year total 350,000 - 350,000
_____________________________________________________________________
2. Homeless objectives cost
Fiscal year One-time Ongoing FY total
2020-21 435,700 175,010 610,710
2021-22 3,740,000 1,415,708 5,155,708
2022-23 780,000 1,485,494 2,265,494
2023-24 180,000 1,558,767 1,738,767
2024-25 - 1,635,706 1,635,706
2025-26 - 1,716,492 1,716,492
6-year total 5,135,700 7,987,177 13,122,878
_____________________________________________________________________
April 27, 2021 Item #4 Page 3 of 26
3. Fire Department Standards of Cover objectives cost
Fiscal year One-time Ongoing FY total
2020-21 - - -
2021-22 4,974,299 2,401,450 7,375,749
2022-23 1,025,900 4,345,174 5,371,074
2023-24 - 4,659,207 4,659,207
2024-25 - 4,874,104 4,874,104
2025-26 15,000,000 5,099,219 20,099,219
6-year total 21,000,199 21,379,154 42,379,353
_____________________________________________________________________
4. Ethics workshop objectives cost
Fiscal year One-time Ongoing FY total
2020-21 15,000 - 15,000
2021-22 - - -
2022-23 - - -
2023-24 - - -
2024-25 - - -
2025-26 - - -
6-year total 15,000 - 15,000
_____________________________________________________________________
There is sufficient funding in the City Council FY 2020-21 budget for the costs associated with fulfilling
goal priority four, conduct a facilitated City Council Workshop, to work on team building with City
Council communications and an ethics ordinance to support the delivery of superior public service.
The remaining City Council General Fund contingency balance available for fiscal year 2020-21 is
$1,050,000. There is sufficient funding available to fund the estimated one-time costs, $435,700, for FY
2020-21 that are solely related to the Homeless objectives. However, there are ongoing costs associated
with some of the proposed one-time costs, such as recruitment costs for personnel, that need to be
considered.
Estimated one-time costs and ongoing costs are included in the workplans for each goal from FY 2020-
21 through FY 2025-26.
City financial policies and practices
The recently stated City Council goals will require significant investment, so it is worth noting the city’s
longstanding priority to maintain a strong fiscal position and sustainable fiscal stewardship, which
preserves the city’s ability to continue providing important programs and services to the community,
and to meet unexpected challenges.
To meet this objective, the city follows to the following principles:
1) Revenues from “one-time” or limited duration revenue sources will not be used for ongoing
operating expenses.
April 27, 2021 Item #4 Page 4 of 26
2) The city will operate on a current funding basis. Expenditures will be budgeted and controlled so
as not to exceed current revenues plus the planned use of any accumulated fund balances.
Annual budgeted operating expenditures shall not exceed annual operating revenues, including
budgeted use of reserves.
3) The city sets aside a portion of General Fund revenues on an annual basis for major
maintenance and replacement of its infrastructure to ensure its financial health.
4) The city adheres to long-range financial planning which forecasts revenues and expenditures
over a long-term period, using assumptions about economic conditions, future spending
scenarios, and other salient variables. Financial planning allows the city to execute overall
strategies to support the process of aligning financial capacity with long-term service objectives.
Ongoing cost considerations
Before building the annual budget, the Finance Department prepares a long-term forecast evaluating
expected revenues and expenses. The city’s revenue forecasts are based on the current outlook of
future economic activity, which continues to be affected by the COVID-19 pandemic. The city
continuously monitors all revenue streams and has decreased its expected revenues from property tax,
sales tax, and transient occupancy tax. During the same period, the city has seen increases in operating
costs associated with current service offerings, which traditionally grow at a faster rate than the city’s
revenue base. It is uncertain whether the primary revenue sources of the city will rebound more quickly.
While each City Council goal may be fiscally attainable on its own, the ongoing costs of all goals cannot
be supported by the city’s current ongoing General Fund revenues as forecasted. Ongoing costs may be
able to be supported through alternative options such as increased economic activity driving sustainable
increases in the city’s current revenue base, an expansion of the city’s revenue base or by reducing the
city’s current service offerings and associated costs.
Depending on the direction provided by the City Council, alternative options to balance the short and
long-term budget requirements necessary to fund the one-time and ongoing costs will be presented by
staff at the preliminary budget City Council meeting.
Next Steps
Upon receiving City Council approval of the work plans, staff will prepare their fiscal year 2021-22
budget requests to include the funding needs associated with the work plans for goals one through
three. The objectives of goal four will occur in the current fiscal year, on May 6, 2021.
Environmental Evaluation (CEQA)
In keeping with California Public Resources Code Section 21065, this action does not constitute a
“project” within the meaning of the California Environmental Quality Act in that it has no potential to
cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical
change in the environment. Therefore, it does not require environmental review.
Public Notification
Public notice of this item was posted in keeping with the Ralph M. Brown Act and it was available for
public viewing and review at least 24 hours before the scheduled meeting date.
Exhibits
1. Resolution approving the work plan related to growth management
2. Resolution approving the work plan related to homeless unsheltered population
3. Resolution approving the work plan related to fire department standards of coverage
4. Resolution approving the work plan related to holding a City Council workshop on teamwork,
communication, implicit bias, microaggressions and development of an ethics ordinance
5. March 11, 2021, City Council-Identified Goal Priorities
April 27, 2021 Item #4 Page 5 of 26
RESOLUTION NO. .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE WORK PLAN TO ACHIEVE THE GOAL PRIORITY
TO “ENGAGE THE COMMUNITY THROUGH A CITIZENS COMMITTEE TO
CREATE A NEW PLAN TO MANAGE GROWTH IN CARLSBAD IN A WAY THAT
MAINTAINS AN EXCELLENT QUALITY OF LIFE” AND APPROPRIATING
FUNDING FOR CONSULTING SERVICES TO ASSIST IN THIS EFFORT
WHEREAS, in 1986 the voters of the City of Carlsbad, California adopted Proposition E, which
has become known as the Growth Management Plan (GMP); and
WHEREAS, the GMP amended the city’s General Plan and municipal code by setting forth
growth control measures on housing development and establishing performance standards for
certain public facilities including city administration, library, wastewater treatment capacity, parks,
drainage, circulation, fire, open space, schools, sewer collection, and water distribution, which
ensured that all necessary public facilities were adequate and available concurrent with need to serve
new development; and
WHEREAS, the residential growth control measures established quadrant caps (15,370 units in
the northwest quadrant; 9,042 units in the northeast quadrant; 12,895 units in the southwest
quadrant; and, 17,328 units in the southeast quadrant) and a citywide unit cap (54,599 units); and
WHEREAS, as of March 2021 the city has built or entitled (approved development projects
that have not yet been constructed) 14,953 units in the northwest quadrant; 8,940 units in the north
northeast quadrant; 11,732 units in the southwest quadrant; 17,021 units in the southeast quadrant;
and 52,646 units citywide; and
WHEREAS, California has been experiencing an increasing housing shortage, such that by
2018, California ranked 49th among the United States in housing units per resident. This shortage has
been estimated to be 3-4 million housing units (20-30% of California's housing stock, 14 million as of
2017). Experts say that California needs to double its current rate of housing production (85,000 units
per year) to keep up with expected population growth and prevent prices from further increasing and
needs to quadruple the current rate of housing production over the next seven years in order for
prices and rents to decline; and
Exhibit 1
April 27, 2021 Item #4 Page 6 of 26
WHEREAS, in response to this housing crisis, the state legislature has adopted a series of
housing related bills over recent years to increase housing production. These changes limit the city’s
ability to fully implement the Growth Management Plan; and
WHEREAS, one of the laws passed by the California Legislature was the Residential Density and
Affordability Act of 2017 (SB 166), which amended the Housing Element law to require the city to
ensure that its Housing Element is capable of accommodating the remaining Regional Housing Needs
Allocation (RHNA) “at all times (Gov. Code § 65863(a);” and
WHEREAS, another law passed by the California Legislature was the Housing Crisis Act of 2019
(SB 330) which added Section 66300 to the Government Code. It states that California is experiencing
a housing shortage crisis of historic proportions. To address the crisis, the Legislature has declared a
statewide housing emergency until 2025 and suspended certain restrictions on development of new
housing during the emergency. Among other things, the Legislature, under Government Code Section
66300 (b)(1)(D), has suspended the ability of cities to establish or implement any provision that:
• Limits the number of land use approvals or permits necessary for the approval and
construction of housing that will be issued or allocated within all or a portion of the
city,
• Acts as a cap on the number of housing units that can be approved or constructed
either annually or for some other time period, or
• Limits the population of the city; and
WHEREAS, for the sixth housing cycle (2021-2029), the State Department of Housing and
Community Development, via the San Diego Association of Governments, assigned the city a total of
3,873 housing units to be created in Carlsbad during this upcoming eight-year housing period, of
which 2,195 must be reserved for households in the low- and very low-income category; and
WHEREAS, in order to accommodate these housing units, its anticipated that one or more of
the Growth Management Plan quadrant caps will be exceeded, and likely the citywide cap; and
WHEREAS, the City Council sees a need to engage the community through a citizens committee
to initiate discussions regarding what should be included in the development of a new plan to manage
future growth in Carlsbad in a way that maintains an excellent quality of life while also complying with
state law.
April 27, 2021 Item #4 Page 7 of 26
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. The above recitations are true and correct.
2. The City Council directs staff to initiate the process to form a citizen’s ad-hoc committee
as described in the work plan (Attachment A) and return with recommendations on the
committee formation process, potential representation, roles and responsibilities, and
draft mission statement and principles of participation for City Council consideration.
3. The Deputy City Manager, Administrative Services is authorized to appropriate $350,000
from the City Council’s General Fund contingency account to the Community
Development Department operating budget to pay anticipated consultant costs
associated with the citizens committee as described in the work plan (Attachment A).
PASSED, APPROVED AND ADOPTED at a Special Meeting of the City Council of the City of
Carlsbad on the __ day of ________, 2021, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
_________________________
MATT HALL, Mayor
_________________________
BARBARA ENGLESON, City Clerk
(SEAL)
April 27, 2021 Item #4 Page 8 of 26
Goal Engage the community through a citizens committee to create a
new plan to manage growth in Carlsbad in a way that maintains
an excellent quality of life.
Lead Community Development
Supporting City Attorney
Fire
Library & Cultural Arts
Finance
Communications
Parks & Recreation
Police
Traffic & Mobility
Utilities
Resource needs • 50% Senior Planner in Community Development Dept.
•Estimated 30-40 hours monthly from supporting departments
•$350,000 (not to exceed) for consultant contract
Estimated
completion
12/22
Growth Management Plan Citizens Committee
To ensure a robust and engaging exchange of ideas and approaches to effectively
manage growth in Carlsbad, staff will assist the City Council in developing the
composition and charter of a citizens committee. Staff will also secure the services of a
professional consultant with expertise in land use and municipal infrastructure and
finance planning. Ultimately, the citizens committee will provide the City Council with
recommendations and suggestions on what should be considered when preparing a
new plan to manage growth in the city.
Tasks
•Committee Formation
o City Council workshop to discuss committee formation
o City Council meeting to form committee and charter
o ~ Three months to complete
•Consulting Services
o Develop scope of work/request for proposals for consultant services
o Consultant selection
o City Council contract approval
o ~ Three months to complete
•Citizen Committee Meetings and Report
o Prepare public informational materials
o Schedule and facilitate committee meetings
o Actively promote meetings and engage the community
o Support the committee in development of recommendations
o Present committee’s recommendations to the City Council
o ~ Eight to twelve months to complete
Attachment A
April 27, 2021 Item #4 Page 9 of 26
RESOLUTION NO. .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE HOUSING AND HOMELESS SERVICES WORK
PLAN AND NECESSARY FUNDING APPROPRIATIONS TO HELP ACHIEVE THE
CITY COUNCIL’S FISCAL YEAR 2021-22 PRIORITY GOAL OF REDUCING THE
HOMELESS UNSHELTERED POPULATION, AMONG THOSE WHO WANT HELP,
BY 50 PERCENT WITHIN FIVE YEARS
WHEREAS, homelessness is a local, state, and national problem. Seventeen out of every 10,000
people or 567,715 total experienced homelessness in the United States in 2019 according to the U.S.
Department of Housing and Urban Development; and
WHEREAS, California has the highest homeless population in the country with 151,278 people,
and the counties of Los Angeles (58,936), Santa Clara (9,706), and San Diego (8,102) all rank in the top
five across the United States; and
WHEREAS, recent estimates of the number of people experiencing homelessness in the City of
Carlsbad ranges between 147 and 507 persons depending on data source; and
WHEREAS, these data only reflect the minimum scope of the problem and that, while the
magnitude of the impacts of the COVID-19 pandemic on those at-risk or newly homeless are not fully
understood, the community impacts of homelessness in Carlsbad are acutely felt; and
WHEREAS, the City Council engaged in goal-setting workshops on Feb. 4, Feb. 11, and March 11,
2021 to establish strategic goals and develop short-term and long-term objectives in fulfillment of
those goals; and
WHEREAS, on March 11, 2021, the City Council established a Fiscal Year 2021-22 priority goal
to “Reduce the homeless unsheltered population, among those who want help, by 50% within five
years, with quarterly reports until we decrease the unsheltered homeless population or five years,”
and directed staff to develop a work plan to achieve a set of specific objectives over the next 12 to 18
months toward achieving this goal; and
WHEREAS, parallel to the goal-setting process the City Council received a report on March 23,
2021, to consider possible programs to address homelessness in Carlsbad; and
WHEREAS, after receiving the March 23, 2021 staff report and considering the various options
presented, the City Council approved the following program options with amendments:
•Option 1 – Hire an employment and benefits specialist (program manager);
Exhibit 2
April 27, 2021 Item #4 Page 10 of 26
• Option 2 – Hire one police sergeant and two police officers to be primarily deployed
on bike and foot patrol as homeless outreach officers providing additional four-day-a-
week coverage, and contract with a service provider for two additional social workers;
• Option 3 – Enhance clinical services at La Posada Emergency Shelter by entering into a
contract for two licensed clinicians;
• Option 4 – (A) Initiate a pilot hotel/motel voucher program for one year; (B) amend the
city’s contract with the San Diego Humane Society to provide temporary shelter for
pets if necessary; (C) hire a program manager to administer the hotel/motel voucher
program and other homelessness-related programs and responsibilities;
• Option 6 – Increase contract amount for Community Resource Center services;
• Option 7 – Formation of a standing committee on homelessness; and
WHEREAS, these approved program options have been incorporated into a work plan as
Objectives 1-6 as described in Attachment A; and
WHEREAS, to successfully implement the City Council’s goal of increasing the supply of available
affordable housing, while also developing and implementing the programs and services needed to
reduce homelessness levels by 50% within five years, the attached work plan includes Objective 7 to
create a new Housing and Homeless Services Department.
WHEREAS, the City Council desires to begin immediate implementation of approved program
options to employ additional homeless outreach officers (Objective 2), initiate the hotel/motel voucher
pilot program (Objective 4) and hire a new director to start up a new Housing & Homeless Services
Department (Objective 7); and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. The above recitations are true and correct.
2. The City Council approves the work plan for Objectives 1 through 6 as reflected in
Attachment A and C.
3. The Deputy City Manager, Administrative Services, is authorized to appropriate funds
from the General Fund reserve balance for expenditure on personnel, equipment,
supplies, contracts, and other start-up operational needs to immediately begin
implementing work plan Objective 2 and Objective 4 as shown in Attachment B; and the
April 27, 2021 Item #4 Page 11 of 26
Deputy City Manager, Administrative Services, is authorized to carry forward into the
next fiscal year any unexpended non-personnel program option funds at the end of the
current fiscal year; and
4. The City Manager is authorized to include the additional appropriations beginning with
the Fiscal Year 2021-22 operating budget necessary to carry out all the City Council-
approved program options described in Work Plan Objectives 1-6 as reflected in
Attachment B.
5. The City Council approves the work plan for Objective 7 as reflected in Attachment A
and C.
6. The Deputy City Manager, Administrative Services, is authorized to appropriate funds
from the General Fund reserve balance for expenditure on personnel, equipment,
supplies, contracts, and other start-up operational needs to immediately begin
implementing work plan Objective 7 as shown in Attachment B and the Deputy City
Manager, Administrative Services, is authorized to carry forward into the next fiscal year
any unexpended non-personnel program option funds at the end of the current fiscal
year; and
7. The City Manager is authorized to include the additional appropriations beginning with
the Fiscal Year 2021-22 operating budget necessary to carry out all the City Council-
approved program options described in Work Plan Objectives 7 as reflected in
Attachment B.
PASSED, APPROVED AND ADOPTED at a Special Meeting of the City Council of the City of
Carlsbad on the __ day of ________, 2021, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
_________________________
MATT HALL, Mayor
_________________________
BARBARA ENGLESON, City Clerk
(SEAL)
April 27, 2021 Item #4 Page 12 of 26
Goal Reduce the homeless unsheltered population, among those who
want help, by 50% within five years, with quarterly reports until
we decrease the unsheltered homeless population or five years1
Lead Community Development / Police Department
Supporting City Attorney’s Office
Communications
Finance
Human Resources
Parks & Recreation
Public Works
City Clerk’s Office
City Manager’s Office
Resource needs • 5 new positions (Community Services Branch)
•3 new positions (Police Department)
•Funding: See Attachment B to Exhibit 2: “Summary of Homeless
Workplan Objective Costs”
Estimated
completion
Refer to individual objectives
1.Employments and benefits specialist
Hire or contract for one position who will be able to help connect people to disability and
social security benefits, general relief, CalWORKS, CalFresh, Veterans benefits, stimulus
checks, employment programs, and other aid programs (March 23, 2021 City Council
direction).
Tasks
•Hire one full-time position (program manager), or contract for services
•Develop budget and purchase resources
•Advertise, recruit, hire for the position
•Design program, forms, and eligibility criteria
•Develop a training program for the new position
Operational in three to nine months
2.Additional homeless outreach officers and social workers
Expand the existing Homeless Outreach Team by adding one police sergeant and two
police officers, and pursue options for up to two additional social workers (March 23,
2021 City Council direction).
Tasks
•Homeless Outreach Team
o Promote an additional sergeant to the team
o Recruit for two new homeless outreach officers
o Develop roles, responsibility and deployment model for enhanced HOT
1 As part of the established goal, the City Council adopted a series of related “goal points” that support and
provide additional information about the goal’s intent. A Goal Point Priorities Matrix (Attachment C to
Exhibit 2) has been created that shows how the City Council goal points are being addressed through the
objectives of this workplan.
Attachment A
April 27, 2021 Item #4 Page 13 of 26
o Develop and provide necessary training
o Identify metrics for data collection
Operational within 30 days of funding authorization
• Social Workers
o Develop scope of work for expanded social workers
Contract with third party
• Increase social workers from two to four
• Two-year contract with three, one-year extensions; or,
Partner with the San Diego County for the duration of its North
County Homeless Pilot program2
o Design roles and responsibility and work schedule
Operational within three to nine months
3. Enhancing clinical services at La Posada Emergency Shelter
Enter into an agreement with Catholic Charities to hire two licensed clinicians, and a third-
party consultant to provide its staff with training in order for the facility to operate as a
“low-barrier” shelter (March 23, 2021 City Council direction).
Tasks
• Develop scope of work for expanded consultant services
o Two licensed clinicians and additional training for staff
o Three-year contract, no extensions
Operational in three to nine months
4. Operate a Carlsbad hotel/motel voucher pilot program
Operate a 12-month pilot program in the City of Carlsbad that provides low-barrier
shelter for women, families, individuals living in encampments, high utilizers, individuals
with an underlining medical condition, and age 65+. Additionally, a 12-month case
management contract is required to help individuals find permanent housing resources
(March 23, 2021 City Council direction).
Tasks
• Hotel/motel voucher program
o Identify and partner with hotel/motel vendors
o Develop and implement service provider contract
o Develop and implement a supplemental case management contract
o Coordinate with the county on FEMA reimbursements
o Develop program rules, policies, and expectations
o Prepare public informational materials
Operational by June 2021. If this date cannot be met, additional City Council
direction will be requested.
2 County Board of Supervisors’ April 6, 2021 Meeting Agenda, Item #7: Pilot Program to Address
Homelessness in North County San Diego (Districts: 3 & 5)
April 27, 2021 Item #4 Page 14 of 26
• Program manager
o Create a new position
o Develop budget and purchase resources
o Advertise, recruit, hire for the position
o Design program, forms, and eligibility criteria
o Develop a training program for the new position
Operational in three to nine months
• Animal contract
o Review animal shelter options
o Develop a contract for animal services
o Establish program criteria, rules, and forms
Operational in three to six months
5. Community Resource Center services
Contract with Community Resource Center to implement a rapid rehousing program for
households currently experiencing homelessness in the City of Carlsbad (March 23, 2021
City Council direction).
Tasks
• Contract with the Community Resource Center
o Develop scope of work for services
o Two-year contract with three, one-year extensions
• Revise policies and procedures based on lessons learned from year one
Operational in three to six months
6. Homeless Action Subcommittee
Provide staff support to a homeless action subcommittee comprised of two City
Councilmembers that will focus on local and regional issues related to homelessness
(March 23, 2021 City Council direction).
Tasks
• Schedule first meeting – target May 2021
• Staff support
Operational in one to two months
7. Create a new Housing & Homeless Services Department
The League of California Cities ranks affordable housing and homelessness as the top
issues facing all local governments across the State of California. To successfully
implement the City Council’s goal of increasing the supply of available affordable
housing, while also developing and implementing the programs and services needed to
reduce homeless levels by 50% within five years, a new department within the
Community Services Branch with the necessary technical expertise and leadership is
needed, for the following reasons:
April 27, 2021 Item #4 Page 15 of 26
• Leadership and staffing singularly focused on housing and homeless services
• Ensures appropriate oversight and a reasonable span of control to achieve the
mission
• Confirms focused attention on a critical need
• Strengthens collaboration and coordination with outside agencies
• Pairs complementary functions (housing and homeless) to improve internal
collaboration, communications and resource management
• Ensures that the 5-year City Council Homeless Goal can be achieved
• Centralizes the expertise and programing needed to advance individuals and
families through the full spectrum – from homelessness to fully housed and self-
sufficiency
Tasks
• Create new positions (director, housing services manager and management
analyst)
• Develop budget and purchase resources
• Advertise, recruit, hire the new positions
Operational in approximately six months
April 27, 2021 Item #4 Page 16 of 26
GOAL OBJECTIVE
Proposed Staffing/Program
FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25
FY
2025-26 TOTAL
1.Employments & Benefits Specialist
Program Manager/Contract Services $123,7951 $124,7351 $130,9711 $137,5201 $144,3961 $661,4171
Operational expenses $20,0006 $20,0006 $20,0006 $20,0006 $20,0006 $100,0006
2.Additional Homeless Outreach Team
Officers & Social Workers
Homeless Outreach Team staffing $330,1172,3 $614,9842 $645,7332 $678,0202 $711,9211,2, $747,5172 $3,728,2922,3
Social workers
•Third-party contract option7 $250,0008 $250,0008 $0 $0 $0 $500,000
•County of SD Pilot Program option7 $0 $0 $0 $0 $0 $0
3.Enhancing Clinical Services at La Posada
Emergency Shelter
Agreement with Catholic Charities $180,000 $180,000 $180,000 $0 $0 $540,000
4.Operate a Carlsbad Hotel/Motel Voucher
Pilot Program
Hotel/Motel Voucher Program4 $260,0005 $2,940,000 $0 $0 $0 $0 $3,200,000
Program Manager $123,7951 $124,7351 $130,9711 $137,5201 $144,3961 $661,4171
Animal services contract TBD TBD TBD TBD TBD TBD
5.Community Resource Center Services
Agreement with CRC $350,000 $350,000 $0 $0 $0 $700,000
6.Homeless Action Subcommittee
Program Costs $0 $0 $0 $0 $0 $0
7.Create a new Housing and Homeless
Services Department
Director $20,593 $247,1131 $259,4691 $272,4421 $286,0641 $300,3681 $1,386,0491
Housing Services Manager $182,2261 $186,0871 $195,3921 $205,1611 $215,4191 $984,2851
Management Analyst $123,7951 $124,7351 $130,9711 $137,5201 $144,3961 $661,4171
TOTAL $610,710 $5,155,708 $2,265,494 $1,738,767 $1,635,706 $1,716,492 $13,122,877
1 Mid-range personnel costs (salary, benefits) plus one-time equipment purchases in FY2021-22 (Director position reflects upper-range). Personnel cost increased 5% per year.
2 Personnel costs for one sergeant and two officers (salary, benefits, overtime, vehicle replacement). Personnel costs increased 5% per year.
3 Reflects two months personnel costs plus one-time equipment purchases.
4 Voucher related expenses potentially 100% reimbursable through FEMA/Project RoomKey until September 30, 2021, which would proportionally reduce city costs.
5 One month estimated program cost. Any unexpended amount to carry forward to FY 2021-22.
6 Covers expenses helping individuals secure employment such as bus passes, clothing vouchers, background checks, printing.
7 Should the County’s Pilot Program be selected, the city would not incur the $500,000 of costs associated with the added social workers, reducing the five-year total to $12,622,877.
8 The city currently contract’s with Interfaith Services for two social workers and related services at $312,422 per year. The $250,000 annual cost will be in addition to the current cost. Attachment BApril 27, 2021 Item #4 Page 17 of 26
City Council Goal:
Reduce the homeless unsheltered population, among those who want help, by 50% within five years, with quarterly reports until we decrease the
unsheltered homeless population or five years.
City Council Work Plan Objectives
Goal Point Priorities 1 2 3 4 5 6 7
Fully fund, staff and implement the city’s Homeless Response Plan ● ●●●●●●
Create specific and measurable targets and timelines for reducing homelessness (within first year or two) ●●●●●●●
Preventing and ending homelessness among youth and veterans ●●●●●●●
Increase social services/social workers ●●●●●●●
Partner with county ●●●●●
Work with entities with our city (region) to increase transitions to permanent supportive housing ●●●●●●
Advocate for legislative changes needed to effectively address homelessness ●●
Prevent homelessness by supporting those at risk of becoming homeless/losing their housing ●●●●
Work through a regional group to develop regional action plan that includes integrated services within/among cities ●●
Develop an encampment policy ●●●
Focus on trauma informed care ●●●●●●●
Focus on aggressive individuals to address their needs (substance abuse, mental health, other) ●●●●●●●
Explore expansion of La Posada ●●●
Complete financial analysis to identify opportunities for quickest results ●●
No visible encampments ●●●●●●●
Identify city and regional goals ●●●
Emphasize affordable housing ●●
1. Employments & Benefits Specialist; 2. Additional Homeless Outreach Team Officers & Social Workers; 3. Enhancing Clinical Services at La Posada Emergency Shelter;
4. Operate a Carlsbad Hotel/Motel Voucher Pilot Program; 5. Community Resource Center Services;6. Homeless Action Subcommittee; 7. Housing and Homeless
Services Department Attachment CApril 27, 2021 Item #4 Page 18 of 26
RESOLUTION NO. .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE WORK PLAN TO ACHIEVE THE GOAL PRIORITY
“BRING THE FIRE DEPARTMENT INTO CONFORMANCE WITH STANDARDS OF
COVER EVALUATION”
WHEREAS, the City Council held a series of three Goal Setting Workshops in the first quarter
of 2021; and
WHEREAS, on March 11, 2021, City Council identified four priority goals for fiscal year 2021-
22; and
WHEREAS, the City Council directed staff to develop a work plan to accomplish the priority
goal of “Bring the Fire Department into conformance with Standards of Cover evaluation”;
WHEREAS, staff developed a work plan (Attachment A) that outlined objectives and tasks to
be achieved in fiscal year 2021-22:
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.The above recitations are true and correct.
2.The City Council approves the work plan outlined in Attachment A.
3.The City Manager is authorized to include the additional appropriations beginning with
the Fiscal Year 2021-22 operating budget necessary to carry out all the City Council-
approved objectives described in the Work Plan as reflected in Attachment B.
PASSED, APPROVED AND ADOPTED at a Special Meeting of the City Council of the City of
Carlsbad on the __ day of ________, 2021, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
_________________________
MATT HALL, Mayor
_________________________
BARBARA ENGLESON, City Clerk
(SEAL)
Exhibit 3
April 27, 2021 Item #4 Page 19 of 26
Goal Bring Fire Department into conformance with Standards of
Cover evaluation.
Lead Fire Department
Supporting City Attorney
Human Resources
PW-Fleet & Facilities
PW-Utilities
Finance
Planning
PW-Transportation
Information Technology
Resource needs Fire Department resource needs:
Fiscal Year 2021-22 ($3,540,749)
•Two ambulances ($580,000)
•Ambulance outfitting ($260,000)
•Ambulance supplies ($78,300/year)
•Reserve apparatus ($133,624)
•9 FTE Paramedic Firefighters ($1,430,604)
•Paramedic Firefighter equipment ($556,974)
•3 FTE Emergency Medical Technicians ($259,500)
•FT Emergency Medical Technician equipment ($83,358)
•3 PT EMT Emergency Medical Technicians ($107,559)
•PT Emergency Medical Technician equipment ($50,830)
Fiscal Year 2022-23 ($2,681,702)
•Fire engine ($806,000)
•Fire engine outfitting ($172,600)
•Fire engine supplies ($21,150/year)
•11 FTE Emergency Medical Technicians ($951,500)
•FT Emergency Medical Technician equipment ($305,646)
•5 PT FTE Emergency Medical Technicians ($179,270)
•PT Emergency Medical Technician equipment ($59,304)
•3 Captain promotions ($92,238)
•3 Engineer promotions ($23,994)
•Temporary FS 7 operating costs ($70,000)
Public Works resource needs:
Fiscal Year 2021-22 ($3,835,000)
•New CIP project for FS 6 ($35,000 for office to bedroom
conversion)
•Existing CIP project for FS 4 (need additional $2.9M)
•New CIP project for temporary FS 7 ($900,000)
*includes community outreach for $50,000
Fiscal Year 2022-23 ($15,000,000)
•New CIP project for permanent FS 7 ($15M) in 5-7 years
plus property acquisition
Estimated
completion
Completion in three phases:
Objective 1 – 3/23; Objective 2 – 1/23; Objective 3 – 2026-2028
Attachment A
April 27, 2021 Item #4 Page 20 of 26
Objective #1
Improve Fire Stations 4 and 6 and procure two new ambulances
Tasks
• Procure two ambulances ($580,000)
o Order – July 2021
o Receive – February 2022
Tasks
• Complete CUP application and receive Planning Commission approval of
FS 4 modifications – Sept 2021
• Request CC approve plans and authorize bidding – Nov 2021
• Request CC award a contract for construction – Jan 2022
• Construct FS 4 modifications (FY 2021-22 CIP request of additional
$2.9M pending) – March 2022 – March 2023
Tasks
• Convert FS 6 office to bedroom
o $35,000 (Sept 2021)
Objective #2
Staff a temporary Fire Station 7 in the area of Cannon Rd west of the I-5 and procure
new fire engine
Tasks
• Identify location and secure land use (if needed) for temporary FS 7
• Obtain discretionary approvals for temporary FS 7 (assumption voter
approval not required) ($300,000)
*includes community outreach ($50,000)
o RFP for architectural and engineering services including: (July
2021)
Site plan/architecture
Geotechnical
Noise study
Biology mapping/bird surveys
Priority project/hydromodification
Phase I site assessment
Cultural Resources
Civil, including wet utilities
Does not include dry utilities (electricity,
communications, IT)
o Award design contracts (Oct 2021)
o Design (Nov 2021-March 2022)
o Discretionary permits (April 2022-July 2022)
• Bid/Construct temporary FS 7 ($600,000) (July 2022-Jan 2023)
• Relocate structure from temporary FS 2 and staff temporary FS 7 – Jan
2023
April 27, 2021 Item #4 Page 21 of 26
Tasks
• Procure Fire Engine ($806,000)
o Order – Sept 2022
o Receive – Jan 2024
Objective #3
Establish a permanent Fire Station 7 in the area of Cannon Rd west of I-5
Tasks
• Voter approval required in 2022
• Public outreach
• Identify location and secure land use for permanent FS 7
• Obtain discretionary approvals/permits
• Design/bid/construct FS 7, 2026-2028
April 27, 2021 Item #4 Page 22 of 26
OBJECTIVES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 TOTAL
1.Improve Fire Stations 4 and 6
Procure Two New Ambulances
Ambulance Purchases $580,000 $580,000
Ambulance Outfitting $260,000 $260,000
Ambulance Supplies $78,300 $82,215 $86,326 $90,642 $95,174 $432,657
Fleet ISF Replacement and Maintenance $176,240 $180,646 $185,162 $189,791 $731,839
Reserve Apparatus $133,624 $133,624
9 FTE Paramedic Firefighters $1,430,604 $1,502,134 $1,577,241 $1,656,103 $1,738,908 $7,904,990
•Equipment Ongoing $404,199 $418,346 $432,988 $448,143 $463,828 $2,167,504
•Equipment One-Time $152,775 $152,775
3 FTE Emergency Medical Technicians $259,500 $272,475 $286,099 $300,404 $315,424 $1,433,902
•Equipment Ongoing $70,458 $72,924 $75,476 $78,118 $80,852 $377,828
•Equipment One-Time $12,900 $12,900
3 PT FTE Emergency Medical Technicians $107,559 $112,937 $118,584 $124,513 $130,739 $594,332
•Equipment $50,830 $52,101 $53,404 $54,739 $56,107 $267,181
Fire Station 4 Modifications $2,900,000 $2,900,000
Fire Station 6 Office Conversion $35,000 $35,000
2.Staff Temporary Fire Station 7
Procure New Fire Engine
Engine Purchase $806,000 $806,000
Engine Outfitting $172,600 $172,600
Engine Supplies $21,150 $22,208 $23,318 $24,484 $91,159
Fleet ISF Replacement and Maintenance $111,600 $114,390 $117,250 $343,240
3 Captain Promotions $92,238 $96,850 $101,692 $106,777 $397,557
3 Engineer Promotions $23,994 $25,194 $26,453 $27,776 $103,417
11 FTE Emergency Medical Technicians $951,500 $999,075 $1,049,029 $1,101,480 $4,101,084
•Equipment Ongoing $258,346 $271,263 $284,826 $299,068 $1,113,503
•Equipment One-Time $47,300 $47,300
5 PT FTE Emergency Medical Technicians $179,270 $188,234 $197,645 $207,527 $772,676
•Equipment $59,304 $62,269 $65,383 $68,652 $255,608
Temporary Fire Station 7 $900,000 $900,000
•Ongoing Operational Costs $70,000 $71,750 $73,544 $75,382 $290,676
3.Establish Permanent Fire Station 7
Permanent Fire Station 7 $15,000,000 $15,000,000
TOTAL $7,375,749 $5,371,074 $4,659,207 $4,874,104 $20,099,219 $42,379,353 Attachment BApril 27, 2021 Item #4 Page 23 of 26
MATT HALL, Mayor
P.3'',/1/4/, O... ..... (SEAL)
RESOLUTION NO. 2021-095
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE WORK PLAN TO ACHIEVE THE GOAL PRIORITY
"CONDUCT A FACILITATED CITY COUNCIL WORKSHOP TO WORK ON TEAM
BUILDING AND CITY COUNCIL COMMUNICATION AND AN ETHICS
ORDINANCE TO SUPPORT THE DELIVERY OF SUPERIOR PUBLIC SERVICE"
WHEREAS, the City Council held a series of three Goal Setting Workshops in the first quarter
of 2021; and
WHEREAS, on March 11, 2021, City Council identified four priority goals for fiscal year 2021-
22; and
WHEREAS, the City Council directed staff to develop a work plan to accomplish the priority
goal of "Conduct a facilitated City Council workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public service"; and
WHEREAS, staff has identified facilitators to conduct the workshop on May 6, 2021.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.The above recitations are true and correct.
2.The City Council approves the work plan outlined in Attachment A.
PASSED, APPROVED AND ADOPTED at a Special Meeting of the City Council of the City of
Carlsbad on the 27th day of April, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
rIty) PI/ -
BARBARA ENGLESON, City Clerk
April 27, 2021 Item #4 Page 24 of 26
Goal Conduct a facilitated City Council Workshop to work on team
building and City Council communication and an ethics
ordinance to support the delivery of superior public service.
Lead City Manager’s Office
Supporting City Attorney’s Office
Human Resources
Resource needs 24 hours from supporting departments
$15,000 consultant contracts
Estimated
completion
5/21
Objective #1
Design and hold a City Council workshop focused on the topics of teamwork,
communication strategies, implicit bias, microaggressions and the development of an
ethics ordinance.
Tasks
•Identify and interview potential workshop facilitators
•Negotiate a scope of work and contract or task order with the selected
facilitators
•Oversee the facilitators in developing a workshop design to meet the
City Council’s goal
•Schedule, notice and conduct the workshop
Attachment A
April 27, 2021 Item #4 Page 25 of 26
City Council Goal Setting Engage the community through a citizens committee to create a new plan to manage growth in Carlsbad in a way that maintains an excellent quality of life. Reduce homeless unsheltered population, among those who want help, by 50% within five years, with quarterly reports until we decrease the unsheltered homeless population or five years. In the Village and Barrio, expedite the implementation of decorative and safety lighting, parking management, a Grande Prominade study, and the Village and Barrio Master Plan reform package, including a parking structure. * Continue to seek funding for advancement of lowering the railroad tracks into a trench.* * Mayor Matt Hall recusedContinue to cultivate a prosperous community. Reduce the number of potential locations for a new city hall and civic center from four to two or select a preferred site. _________________________________ Create a position to lead diversity, equity and inclusion within the city organization. Bring Fire Department into conformance with Standards of Cover evaluation. Conduct a facilitated City Council workshop to work on team building and City Council communication and an ethics ordinance to support the delivery of superior public service. Create a comprehensive coastal plan. Promote sustainability and natural resources. FOUNDATIONAL TO ALL GOALS: Diversity, Equity & Inclusion, Meaningful & Early Public Engagement, Technology Infrastructure (tools)Exhibit 5
April 27, 2021Item #4 Page 26 of 26
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Susan Roberts <smroberts.58@gmail.com>
Friday, April 23, 2021 2:57 PM
City Clerk
Agenda item 4, #2 for April 27 meeting
All Receive - Agenda Item #
For the Information of the:
CITY COUNCIL
DatelPti)1 CA v"----CC
CM DCM (3) fr.
1.
Dear Council Members:
Agenda Item 4, #2: Adoption of a resolution approving the Housing and Homeless Services work plan
and necessary funding appropriations to help achieve the City Council's fiscal year 2021-22 priority goal
of "Reducing the homeless unsheltered population, among those who want help, by 50 percent within
five years."
I am concerned that your plan to reduce homelessness is not aggressive enough. You do not address the many
homeless people who do not want help. Are they just allowed to continue in this state? Even the goal of 50% of
those who want help in 5 years is weak. It should be 100% reduction in 1 year of this group. We continue to tolerate
and encourage this situation by providing services that allow them to remain on the streets. I see them talking to
themselves, gathering in groups doing drugs and alcohol, or begging. There are also those who are dangerous to
others. In my neighborhood, we have had a vicious murder and more recently a brush fire which caused me to have
to evacuate my home. It seems that with the money that is being thrown at this problem, the city can do better than
this resolution which sets a priority goal in 5 years for half of a part of a population. What percent of the total
homeless population is that exactly? My grandchildren are now growing up in Carlsbad and I would like to see it
returned to a family-friendly town with safe streets and not plagued by the problems of a big city. I am sure it can be
done if you commit yourselves to cleaning up the areas where the homeless congregate.
Sincerely,
Susan Roberts
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1
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
kelly.leberthon12@gmail.com
Monday, April 26, 2021 11:26 AM
City Clerk
Council Mtg Apr 27 Agenda Item 4
All Receive - Agenda Item # q
For the Information of the:
CITY COUNCIL
Date lokib.) CA CC v"
CM ACM DCM
Not being a new problem, homelessness programs and policies have been implemented by
many cities and many studies have been conducted over several decades. We should
learn from these programs and studies and use the lessons learned from them to inform our
policy decisions - avoiding lives lost and tax payer dollars wasted.
First, what has not worked. Many cities have spent billions of tax payer dollars on housing for
homeless - a policy known as "Housing First" and often combined this w/ a policy known as
"Harm Reduction".
What is working?
1.Enforce laws - quality of life laws make a difference. Maintain law & order and do not
allow public camping, drug consumption, etc.
2.A policy of requiring abstinence is objectively successful - for the addict and for the
community.
3."shift funds from failing Housing First programs into so-called Treatment First programs
that address the human problems of addiction and mental illness and create a series
of incentives to move the homeless from the streets into treatment programs and,
ultimately, to self-sufficiency.22"
Please see the, studies footnoted in these two recent and groundbreaking articles on the
issue of homeless.
https://christopherrufo.com/homelessness-in-america/#easy-footnote-bottom-6-1965
https://christopherrufo.com/the-limits-of-housina-first/
Kelly Le Berthon
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1
Tammy Cloud-McMinn
From: kelly.leberthon12@gmail.com
Sent: Monday, April 26, 2021 12:55 PM
To: City Clerk
Subject: Council Mtg Apr 27 Agenda Item 4:4 workshop
I object to a $15,000 workshop for the City Council members "on teamwork, communication,
implicit bias, microaggressions and development of an ethics ordinance."
This is an obscene amount of money to train the council in what we can all now
identify as: you are a racist if you disagree w/ the left that our country is systemically
racist.
I can save you all the time and money: treat others the way you would like to be
treated; use your listening ears; abide by the Civil Rights Act of 1964 - racism has no
place in government, schools and society.
If the Council goes forward with this ill advised workshop/wokeshop, I demand that the
training materials and the company/individual hired for the training be publicly posted and
made publicly available.
Thank you,
Kelly Le Berthon
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1
Tammy Cloud-McMinn
From: Mary Real <anewday4me2020@gmail.com>
Sent: Monday, April 26, 2021 2:47 PM
To: Mary Real; Council Internet Email; City Clerk
Subject: Item #4 Special Mtg. 4-27-21 re: Growth Management
To the City Council and Concerned Citizens:
I am concerned that Park & Rec is not planning for growth in South
Carlsbad where another senior center to serve a growing senior center population is needed. We also need a full time
Senior Center Management team to Serve the best interests of Seniors. We do not need more PR videos --we need
progressive and creative ideas that can be accomplished without excuses as why Park & Rec.failed to make WII bowling
Fun for Seniors.
We also need safety equipment --- touchless common areas, the iWave system that destroys bacteria and viruses and a
PHI system (UV lights to kill bacteria and viruses and split HVAC systems for rooms to protect vulnerable Seniors.
Thank you,
Mary Lucid
760-730-5804
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1
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Theresa Carpenter <theresa@exoticpebbles.com>
Monday, April 26, 2021 2:32 PM
City Clerk
Homeless Agenda item April 27 meeting
All Receive - Agenda Item #
For the Information of the:
CITY COUNCIL
Date T077/;,2f CA 1----CC
CM ACM :---DCM (3)
Hello —
First I would like to protest to the 10am time of this meeting, are you trying to discourage the public from calling in?
Most people are working at 10am on a Tuesday morning.
Next: Giving hotel vouchers to the homeless accomplishes what? First, the homeless situation should be handled in a
manner that requires them to prove they have ties or were living in Carlsbad before becoming homeless. We can't house
everyone from the surrounding areas just because Carlsbad is a great place to live. Soon it won't be if we keep tolerating
the crime, drugs and blatant alcohol abuse from the homeless. Angela Derby had some great ideas about accountability
and moving the homeless out of the village and close to the police station (and away from liquor stores and potential
fire hazardous areas). Listen to your constituents and don't try and steal their ideas as your own. Next they must also be
held accountable to being clean and sober or enter a mental illness if that is the issue. Most don't want to do this
because they like living with no accountability, wanting to do drugs and get drunk.
The answer is absolutely NOT giving hotel vouchers, I strongly disagree with this!
Thank you
Theresa Carpenter
Vice President
Exotic Pebbles
& Glass
OUTDECO USA/Modinex
2045 Corte Del Nogal
Carlsbad CA 92011
(760) 444-4190 phone
(760) 444-3259 fax
(951) 595-2964 Mobile
www.exoticpebblesandcilass.com
www.outdecousa.com
www.modinexpanels.com
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1
Tammy Cloud-McMinn
From: Janet Newman <janetnewman4236@yahoo.com>
Sent: Monday, April 26, 2021 10:42 PM
To: City Clerk
Subject: Transients. Drugs
I am writing in hopes that someone will address this terrible situation in our city. Over the weekend a friend
was accosted by transient in daylight at gelato shop, and tonight across from my house at the old car wash on
State St are drug deals going down. With all the new condos being built and money coming into this city
something has to be done. I pay high taxes I do not wish my money to go to homeless and protection of drug
dealing fringe in my neighborhood!! This car wash needs to be shut down or at least locked up at night. Please
bring to attention at meeting.
Sent from my iPhone
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Tammy Cloud-McMinn
From: Teri Jacobs <tjacobs86@pacbell.net>
Sent: Tuesday, April 27, 2021 7:21 AM
To: City Clerk
Subject: Agenda Item 4
Mayor Hall, Council, and City Staff,
Homelessness in Carlsbad is definitely an issue. We don't even have an accurate account of the numbers we
are dealing with. What is the city going to use as a baseline to determine how successful your 5 year plan is?
If we don't have an accurate count how can we know what our transient numbers are? When presented to
council a negative was the issue of a program becoming a magnate. What will be done to make sure this
doesn't happen.
The pandemic hotel program in Carlsbad had a 66% success rate of placement into services or housing. The
county is unable to tell us where those individuals are now...8 months later what has the actual success been?
This seems to be an important component to know prior to embarking on such a plan.
As a community we are being told what will be offered to the homeless population but not what expectations
will be from them...how will we define success? Will it be getting someone into a program, into housing, back
into the work force?
The state has let communities down forcing this issue down to individual cities. Hopefully we can fight back
with legislation that will give CPD and HOT authority to get our homeless into programs and shelters...without
that our streets will most likely stay the same.
Finally if we go forward with a hotel voucher program it will be interesting to see where the hotel will be
located. I can't help but think communities are not going to be welcoming it. The last few meeting's public
comments have clearly shown that areas do not want low income housing near them so a homeless hotel
would probably be met with the same concerns...this in spite of the call for diversity, inclusivity, equity, and
equality that is a paramount narrative.
Yes, we are dealing with an issue that needs to be addressed and you have some difficult decisions to make.
Please consider the entire community, our safety, the costs, and expected outcomes.
Regards,
Teri Jacobs
Sent from my iPad
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1
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Jean Walker <JeanWalker1@roadrunner.com>
Tuesday, April 27, 2021 8:53 AM
Matthew Hall; Cod Schumacher; Keith Blackburn; Priya Bhat-Patel; Teresa Acosta;
Manager Internet Email; Attorney; Holly Nelson; Neil Gallucci; City Clerk
Carlsbad City Council meeting item #4
Hi. My name is Jean Walker. I am a 16 year resident of Carlsbad. I have grave concerns regarding the homeless hotel
voucher program, as outlined in the City Council agenda packet.
First, there has been ZERO community engagement regarding where this homeless hotel voucher program will take
place. I do not appreciate that a "low level" hotel voucher program took place throughout Covid at the Hyland Inn
without any community notification. Since September, the students at St. Patrick Catholic school, located six doors
away from the Hyland Inn, have been at school with in-person learning, 5 days a week. Throughout Covid, Catholic
Church services and some in person youth Confirmation services were happening at St. Patrick Catholic church. There
are very real safety concerns involved in homeless hotel voucher programs. The residents in these hotels, who are often
living there without being clean, sober or receiving any services are often performing drug deals, overdosing, and
engaging in prostitution in our community. Most parents don't want their kids exposed to that just because the kid is
going to school. The utter disregard of this program for the kids and parishioners at St. Pat's is astounding and the lack
of communication with the school and parish is unbelievable. St. Pat's was offering in person or online instruction for
every student. If parents had known that a homeless hotel voucher program was happening at Hyland Inn, they may
well have decided that they would prefer to do online instruction. Instead, the City fails to inform the community and
strips parents and families of the right to choose how they want to proceed.
Without community input, you are placing large segments of Carlsbad at risk without their consent in regards to this
homeless hotel voucher program.
Second, the homeless hotel program is slated to begin in June, according to the staff report. The hotel for this program
is obviously chosen if the program is set to begin that soon, so the lack of transparency here is clear. The city then plans
to contract with CRC for "re-housing services" for these voucher recipients. According to the staff report that contract
alone will take 3 to 6 months to finalize, which means that even if you start next week (May 1) on that contract, it might
not be done until October. A footnote on page 14 of the staff report indicates that there is no guarantee that this $3
million output will be reimbursed through FEMA/Project Roomkey, and if they DO reimburse the costs, the staff report
indicates that those costs will only be reimbursed through September 2021. What about the other 8 months worth of
costs? This timeline puts the voucher reimbursement end date BEFORE the contract finalization date for "re-housing"
services with CRC. The timeline doesn't make sense.
And, this is all happening at a time when the City's Transient Occupancy Tax is 54% lower than the same time period last
year, which translates to a $10 million unprojected shortfall just in TOT because of Covid. This is not the time to hope
for $3 million in FEMA reimbursement that could end up putting the City further into a financial hole.
Without community input regarding where this homeless voucher hotel is going to be located, this project cannot move
forward. The City Manager and City Attorney are well aware that without community input, there will be lawsuits. If
one of these homeless hotel voucher recipients who is living for free in a local hotel room lures in a child, the uproar will
be unending. The smart course of action here is to identify the hotel, have the community provide input, and have the
City and hotel owner work with nearby residents on safety mechanisms. That would mean a delay in the vote today, but
will put the community at ease and create a better transition in the end.
Jean Walker
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