HomeMy WebLinkAbout2023-06-22; Additional Information Related to Questions Received about the City's Budget (District - All); Rocha, LauraTo the members of t he:
CITY COUNCIL
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June 22, 2023
Cou ncil Me morandu m
To: Honorable Mayor Blackburn and Members of the City Council
From: Laura Rocha, Deputy City Manager, Administrative Services
Zach Korach, Finance Director
Via: Geoff Patnoe, Assistant City Manager @
{city of
Carlsbad
Memo ID #2023060
Re: Additional Information Related to Questions Received about the City's Budget (District -All )
This memorandum provides responses to questions received from Council Member Burkholder
regarding the fiscal year 2023-24 budget.
1. All departments were to cut 3% from their budgets. Specifically, where were cuts made
and how much w ill the 3% produce in rea l dollars?
As part of the development of the fiscal year 2023-24 operating budget, the City Manager
directed departments to identify possible budget reductions equivalent to 3% of their
respective ongoing base budget. However, through these efforts, it became clear that
making the full 3% reduction would significantly impact service levels, particularly given
past and current inflationary levels. At the conclusion of t hese reduction efforts, $2.3 million
in budget reductions were recommended in the General Fund and $3 .2 million in reductions
citywide. Below are the primary areas where reductions were implemented.
IT support -$51,000
Animal control -$69,000
Admin, printing -$328,000
Travel and training -$39,000
City cell phone/devices-$90,000
Outside consultants -$856,000
Maintenance -$480,000
Public computers -$11,000
2. How many grants did we apply for last year? How many and at what dollar amount
were received?
Since July 1, 2022, city staff applied for 26 grants. The total potential grant award amount
totaled $80 million. Since the time of application, 15 grants amounting to $8 million have
been awarded and 5 grants amounting to $5 million are still awaiting a response. Included
in the total count was an application for a Hazard Mitigation Grant Program for the South
Administrative Servi ces Branch
Finance Department
1635 Faraday Avenue I Carlsbad, CA 92008 I 442-339-2127 t
Council Memo -Additional Information Related to Questions Received about the City's Budget
June 22, 2023
Page 2
Carlsbad Boulevard Climate Adaptation project in the amount of $60 million, which was
not granted to the city for award.
3. Did an actuary provide guidance last year when funds were set aside for workers
compensation? If so, who? If not, how was the number determined an d by w hom?
Yes, a certified actuarial consultant performs biennial actuarial studies. The city currently
uses Rivelle Consulting Services. As of June 30, 2021, the city's estimated outstanding
losses were provided across a range of confidence levels:
Confidence Level
Expected (50%)
70%
75%
80%
85%
90%
Estimated Outstanding Losses
$22,009,758
$26,411,710
$28,832,783
$31,033,759
$34,995,515
$38,737,174
While a 50% confidence level is considered "expected" or most likely, as the confidence
level increases, so does the amount of estimated losses. The city's external auditor has
encouraged the city to increase the amount of estimated losses or liability that is
recorded in the Workers' Compensation Fund. The city's workers' compensation
program, accounted for as an internal service fund, has historically been underfunded. In
other words, the amount of estimated liability recorded has been significantly less than
even the 50% confidence level of $22 million. In September 2022, the City Council
authorized a one-time transfer of $8.2 million from the General Fund for purposes of
building up the Workers' Compensation Fund reserve and achieving an estimated liability
at the 50% confidence level. On an annual basis, through the budget process,
departments are charged the estimated amount of workers' compensation expense plus
an additional 15% for purposes of slowly building up reserve levels. However, with the
recent increases in settlements, claims, and litigation costs, the Workers' Compensation
Fund continues to struggle to keep up.
4. How has the philosophy of funding changed over the last 5-10 years?
Following 2008, the city was recovering from the impacts of the great recession. This
resulted in a spending philosophy which continued for a number of years until around
fiscal year 2017-18. Over the last 5 years, a number of changes to the city's budget
policies, practices, increased transparency and the City Council's goals and initiatives
were implemented.
Council Memo -Additional Information Related to Questions Received about the City's Budget
June 22, 2023
Page 3
Budget practices and policies
-Automatic budget carryovers were eliminated (FY 2019-20)
-Across the board increases to account for inflation were eliminated (FY 2019-20)
-New and additional documentation and justification requirements for department budget
requests to ensure informed, data driven decision making was achieved (FY 2019-20)
-Council Policy 74-General Fund Reserve: Maintains a minimum General Fund reserve
balance equal to 40% of its budgeted expenditures (or approximately $80 million)
-Council Policy 86 -Pension Funding: Maintains an 80% funded status for the city's
pension plan with CalPERS
-Council Policy 87 -General Fund Surplus: Establishes policy and procedures for
managing the use of General Fund surplus as part of fiscal year-end.
-Council Policy 91-Long-term Capital Funding: Prioritizes both short-and long-term
capital funding by requiring 6% of estimated General Fund revenues be transferred to
the General Capital Construction, Infrastructure Replacement, and Technology
Investment Capital Project Funds.
,--· -.--• ..-c;-, -1, -,._---• " ~ -~(' '"-,-~ ... -. -, • -;:.; -.~ :-• ~ ,n. •;c,,.. ~ New/Expan~ed.Progral1J~.apd Services t . ·
Fire Department's Lagoon patrol
standards of cover
Police ranger program Community health nurse
Beach and pool lifeguards Homelessness response
Data analytics Diversity, equity, and
inclusion
Environmental
sustainability initiatives
Ongoing recycling
mandates
Arts programs
Pension and capital
funding
About 15 years ago, the General Fund had $118 million in revenues and $101 million in
expenditures with 851 full-time equivalents and a full-time equivalent per capita ratio of
122:1. In other words, for every full-time equivalent, there were 122 residents.
As of fiscal year 2022-23 (estimated), the General Fund had $205 million in revenues,
representing a 73% increase in total or 5% annually on average. The General Fund had
expenditures of $180 million, representing a 77% increase in total or 5.1% annually on
average. Full-time equivalents have increased to 987.65, representing a 16% increase in
total or 1% annually on average. The amount of General Fund revenue per full-time
equivalent was $139,213 in fiscal year 2007-08 and is projected at $207,563 in fiscal year
2022-23. Full-time equivalents per capital is currently projected at 117:1. In other words,
for every full-time equivalent, there are 117 residents.
Council Memo -Additional Information Related to Questions Received about the City's Budget
June 22, 2023
Page 4
' -■ ---• ~ • -• . .. ~ . ~·. . .. --. FY 2022-23 . .. .
; .. -~ , ..... .. . ' ·-~
General Fund Revenues $118 million $205 million
General Fund Expenditures $101 million $180 million
Full-time Equivalents (FTE) 851.00 987.65
FTE per Capita 122:1 117:1
General Fund Revenue per FTE $139,213 $207,563
5. Why are we not provid ed a ten year forecasted budget?
The city has always prepared and maintained a 5-and 10-year forecast. However, given
the long-term time horizon and the increasing amount of assumption uncertainty the
further we project into the future, staff have presented the 5-year forecast to the City
Council.
While the city's forecast has always been presented to the City Council, it was only until
fiscal year 2022-23 that the city's 5-and 10-year forecast was introduced as a formal
section of the budget document. There are many supplemental sections of the budget
document that are not included as part of the preliminary budget package presented in
May but are included in the final printed document in July/August. For example, much of
the introduction and appendices are not included in the preliminary budget package
(transmittal letter, forecast, definitions and glossary), but will be available in the final
printed version.
6. How ma ny open positions are advertised at the City right now and in which
departments?
As of June 8, 2023, the City of Carlsbad had 23 position postings advertised:
Community Development - 2
Housing & Homeless Services - 1
Library & Cultural Arts - 3
Parks & Recreation -10
Police -3
Public Works -3
General -1
However, this is not reflective of all open positions. Some current postings are continuous
part-time summer seasonal hiring. The city currently has approximately 42 vacant full-time
positions in various stages. This number is fluid, as each day positions are being filled, there
Council Memo -Additional Information Related to Questions Received about the City's Budget
June 22, 2023
Page 5
are new employee resignations, positions are put on hold, and candidates continue going
through processes such as interviews, background checks, physicals, etc.
7. Ca n w e use money from a Section 115 for CIP?
No, assets in Section 115 Pension Trust are restricted for the city's retirement costs. The
city would not be able to withdraw assets and use them to fund a capital project.
However, assets in a Section 115 Trust may be used as a pension rate stabilization tool.
During periods of pension rate and pension cost volatility, assets in the trust may be used
to mitigate budgetary pressures that may exist. In other words, if CalPERS experiences a
period of poor investment performance and the city's required contributions increase,
there could be a potential budget shortfall. At the discretion of the City Council, assets in
the trust could be used to pay CalPERS, which indirect ly makes budgetary resources
available to ensure the city's critical core services and City Council goals remain funded.
8. W ith the exception of police and fire, how did Carlsbad residents benefit from new
hires? Better services? If so, please indicate, specifically.
The fiscal year 2016-17 adopted budget included 676.25 full-time positions. From fiscal
year 2016-17 to fiscal year 2022-23, there have been 130.5 (net) full-time positions
added. Attachment "A" details 79.5 (net) of these additions as either related to unfunded
mandates/regulatory, internal efficiencies/support, or New/Expanded Services &
Programming, and the remaining 51 additions as related to public safety.
For more detailed information on each position added since fiscal year 2016-17, please
refer to Attachment "A" of this memorandum.
9. What were the actual savings received for mandated cuts in the previous 5 years, where
appli cable?
The General Fund budget included gross ongoing base budget reductions of $1.5 million
in FY 2022-23 and $2.3 million in FY 2023-24.
10. In other regional cities, what percentage, on average, do employees pay into their
CalPers? How much have tax-payers pa id in excess of our regu lar contributions in the
last 10 years? I believe it's $56.4 million.
When compared to other agencies in San Diego County, City of Carlsbad employees pay
more into CalPERS.
Miscellaneous Plan employees contribute 7.53% of their pay on average. Miscellaneous
Plan employees within the city of Carlsbad contribute 8.09% of their pay on average.
Council Memo -Additional Information Related to Questions Received about the City's Budget
June 22, 2023
Page 6
Safety Plan employees contribute 10. 76% of their pay on average. Safety Plan employees
within the city of Carlsbad contribute 10.82% of their pay on average.
Average Rate of Employee Ca/PERS Contribution:
: " 1. . . -!
. . . -~-
County Average
Cit y of Carlsbad
. . . .
Miscellaneous Plan .. -~
7.53%
8.09%
--~.~
Safety Plan _ • -~
10.76%
10.82%
It is important to note that these percentages are unweighted. They are derived from
Cal PERS' actuarial valuation report as of June 30, 2021, and do not account for
compensation levels or the number of employees in each of the respective agency's
pension plan tiers.
Over the last 10 years, the city has made $56.4 million in Additional Discretionary
Payments (ADP) to CalPERS. These are voluntary contributions that reduce the city's
liability and future interest costs.
Attachments: A. Position Detail
cc: Scott Chadwick, City Manager
Cindie McMahon, City Attorney
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Mickey Williams, Police Chief
Michael Calderwood, Fire Chief
Sheila Cobian, Legislative & Constituent Services Director
Attachment A
Year loee,artment Im,. lunit !Fund jrimin9. Im I category I fifi f ,I!. p l y I FY 2017·18 9.00
17-18 Parks & Recreation Park Maintenance Worker 11 CCEA General Budget -1.00 N/A
17-18 City Attorney DEPUlY CllY ATTORNEY MGT General Budget 1.00 Internal This position prosecutes violations of the Carlsbad Municipal Code. As part of that role, the position works with the Code Enforcement
Efficiencies/Support Division to address code violations and the Housing & Homeless Services Department and the Police Department Homeless Outreach
Team to address homelessness issues. The position also obtains Gun Violence Restraining Orders on behalf of the Police Department
and Workplace Violence Restraining Orders on behalf of employees who experience threats of violence because of their work with the
city.
17-18 City Clerk RECORDS TECHNICIAN CCEA General Budget 1.00 Internal The City Clerk/Records Management department staffing levels have been drastically reduced over the past 7 years. With the current
Efficiencies/Support staffing levels, we only have the ability to keep up with the day-to-day tasks that occur in a City Clerk/Records Management
department. There is a critical need to bolster Records staffing to not only allow us to assist CED but also the many other departments
throughout the City who have fallen behind on maintaining their records in an acceptable and legal manner. The Council has made it a
priority to ensure that our government functions as transparent as possible. By having the ability to scan our City documents (and make
them easily searchable} we are providing service to the residents. We also will have the ability to reduce the number of public records
requests we process simply because many of the documents that are requested will be available on our website through our document
management system.
17-18 Information SERVICE & RELEASE MGT Internal Budget 1.00 Internal This position was requested with the city's conversion of its IT help desk services from a contract to in-house for improved service levels
Technology MANAGER Service Efficiencies/Support to internal customers.
17-18 Information CLIENT SYSTEMS ASSOCIATE CCEA Internal Budget 3.00 Internal Growth of the use of technology caused an increase in demand on the Client Service desk for resolution of technical issues and device
Technology ADMIN. Service Efficiencies/Support deployment. To add capacity and technical expertise to service desk to lead service desk team in resolution of complex issues and
deployment of software, hardware, and mobile devices.
17-18 Information SENIOR APPLICATIONS CCEA Internal Budget 1.00 Internal This position was requested to increase the technology support for the city's Police Department. The needs included maintaining
Technology ANALYST Service Efficiencies/Support existing systems, providing routine maintenance, trouble-shooting, and working on software upgrades, The addition coincided with the
departments implementation of three major systems: Police Records Management, Workforce Telestaff and BodyWorn Cameras.
17-18 Information SENIOR NETWORK CCEA Internal Budget 1.00 Internal This position was requested for the installation, operation and maintenance of the city's voice, video, mobile device management, and
Technology ENGINEER Service Efficiencies/Support data networks for day-to-day operations as well as several long-term enterprise projects
17-18 Parks & Recreation Parks Planner CCEA General Budget 1.00 New/Expanded Services In partial response to the December 2013 CC adoption of the P&R Needs Assessment and Strategic Action Plan, a Parks Planner position
& Programming was added on a 3-year limited term assignment to work on the community park improvement projects called out in that plan.
Specifically, those projects included Pine Avenue Community Park Phase llb (community center, ornamental gardens and community
gardens), Aviara Community Park Phase II (outlook and community gathering area)/support room}, and Poinsettia Community Park
Phase Ill (expanded playground, dog park and subsequently added pickle ball courts), At the end of the three-year limited term
assignment, we made the case that the Parks Planner position was needed on a permanent basis, as each of the above referenced
projects was still in various stages of progress, and there were other projects lined-up in the queue, including Veterans Memorial Park,
Hosp Grove Park Refurbishment/Enhancement, Robertson Ranch Community Park, Zone 5 Community Park.
17-18 Transportation PROPERlY AND ENV MGMT MGT General Budget 1.00 Internal Better coordinate related activities across Transportation and serve as the City Engineer. This position coordinated related activities
DIRECTOR Efficiencies/Support across several divisions in Public Works, including traffic & mobility, transportation engineering, and construction management &
inspections. The position and oversight is critical to ensure design immunity for transportation and traffic programs.
FY 2018-19 8.00
18-19 Parks & Recreation Maintenance Aide CCEA General Budget -1.00 N/A
18-19 Parks & Recreation Park Maintenance Worker II CCEA General Budget -1.00 N/A
18-19 Parks & Recreation Parks Superintendent MGT General Budget 1.00 New/Expanded Services Staffing changes were made in partial response to the July 2012 City Council acceptance of the Baker-Tilly Operational Assessment
& Programming Report and due to budgetary concerns, resulting in the previous downgrading/elimination of this position. After about four years of
getting by without a Parks Superintendent, Parks & Recreation justified that the position was needed to provide sufficient oversight to
ensure existing service levels were sustained. Those needs were a combination of added administrative duties resulting from increased
outsourcing dictated by the assessment report, and added responsibility of inventory resulting from the acceptance of ongoing
maintenance associated with the parks projects detailed above and developer/Transportation contractor constructed medians
segments (Poinsettia Lane-El Camino Real to Cassia, El Camino Real -Cannon Road to Tamarack Avenue, and El Camino Real -
Tamarack Avenue to Chestnut Street).
18-19 Transportation City Traffic Engineer MGT General Budget 1.00 Internal This position will provide guidance and oversight on regional circulation issues, traffic signal operations and maintenance, capital
Efficiencies/Support improvement projects, technology planning and policy development, mobility programs, complex residential traffic calming projects,
and other associated studies and initiatives in support of Council goals and community values. It will also manage Traffic Safety
Commission and help ensure design immunity for traffic programs. Carlsbad has not had a city traffic engineer for several years.
Currently nearly 40 sections of the municipal code reference responsibility of the City Traffic Engineer.
18-19 Fleet & Facilities Facility Specialist CCEA General Budget 1.00 Internal Serve the high demands of all user groups at the Safety Training Center, based on the results of an operational study deeming existing
Efficiencies/Support staffing levels insufficient.
18-19 City Manager
18-19 Police
18-19 Police
FY 2019-20
19-20 Fleet & Facilities
19-20 City Council
19-20 Communication &
Engagement
19-20 Communication &
Engagement
19-20 City Clerk
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 City Attorney
19-20 City Manager
Smart City Innovator MGT General
Police Officers (Sworn) CPOA General
Ranger Community Service CPOA General
Officers {limited term
conversions
Administrative Secretary CCEA General
Senior Office Specialist CCEA General
Communications-MGT General
Coordinator
Media & Graphics Supervisor CCEA General
Deputy City Clerk CCEA General
Building Inspector 1/11 CCEA General
Building Technician 1/11 CCEA General
Senior Program Manager MGT General
Associate Engineer CCEA General
Assistant City Attorney MGT General
Administrative Secretary CCEA General
Budget 1.00
Budget 4.00
Budget 2.00
52.SO
Mid-year -0.25
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Budget 1.00
Budget 1.00
Internal
Efficiencies/Support
Public Safety
Public Safety
N/A
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
The position was added because the city needed someone to oversee Carlsbad's emergence as a leader in smart city initiatives, help
spur innovation in all corners of the city organization, coach managers as they reinvent processes and define new performance metrics,
harness the power of big data and open data, and help direct the investment of a $10 million "innovation fund" to achieve these
objectives. The position is now the Chief Innovation Officer.
These Police officers were needed to enhace the safety of citizens and would be assigned to Patrol as additional "roving" units, while
the currently employed officers would maintain their assigned beats. This allows officers to respond quicker to calls throughout the day.
This was part of a larger effort to increase staffing in the department after a long period of not adding sworn officers, despite the
changing and increasing needs of the city. The subsequenty year's budget included additional Police officer position requests adding to
this one.
These positions were converted from provisional to full-time after a one-year pilot program to help patrol the open space in the city.
The City Council received an update in May 2018 and adopted a resolution to coninue to operate the police ranger program, after it was
met with much positivity from resides in Carlsbad and from those who are visiting the area
This position was added because the administrative support needs for the City Council members currently exceed the capacity of the
staff assigned to this role. The positio~ helps with administrative tasks for City Council, including but not limited to scheduling meetings
with constituents, coordinating constituent visits during open office hours, and managing requests made in person, by phone and by
email.
In 20191 the City Manager recognized two needs related to City Council staff reports and other written materials provided to the City
Council and the public. The first was the need to take highly technical information and present it in a way that is accessible to people
who are not experts in municipal government financing, infrastructure management and other technical topics. The second was to
improve overall quality control and standardize reports for improved consistency of communication. The Communications Coordinator
position was added to fulfill these needs, and enhance the accessibility and transparency of city information and reports by presenting
them in a clear, concise and consistent format; improve the accuracy of city information and reports by establishing a more thorough
quality control process; and reduce the need for other staff to spend time writing and editing. This position is critical to the
Communication & Engagement Department objective to increase government transparency and service by providing timely, accurate
and easy to understand information about city issues, services, programs and events.
ln 2019, the City Council approved a new approach to City Council goal setting, which included a shift to a new community engagement
effort to solicit public input, This position helps provide a more coordinated and consistent approach to community engagement;
improves the quality of community engagement efforts by centralizing this responsibility with the Communication & Engagement team,
which includes staff with experience and expertise; improves accessibility to online community engagement to meet an increasing
community demand; and improves transparency by allowing community members to see and respond to each other's input online. This
position is critical to the Communication & Engagement Department goal to foster mutually beneficial relationships between the city
and those it serves, and to cultivate an informed and engaged community.
The deputy city clerk position was initially requested because the number of City Council inquiries grew significantly the 4 years prior
(2015-2019), The position was needed to assist with the administration of City Council inquiries, to establish a single point of contact for
City Council and community requests for information in the City Clerk's Office, to establish a standard turnaround time for council
inquiry responses and to provide capacity to meet that standard,
This addition made a limited term position permanent. Position needed to continue to meet current service demands for building
inspections, which is continuing to grow. Difficult to maintain acceptable customer service level without overtime. Inspections would
otherwise need to be delayed with a negative impact on development colllmunity, including single family homeowners with renovation
projects. There has been an increase in complex building locations such as hillsides and canyons, and new construction alternative like
greywater systems, recycled building materials, photovoltaic, etc., for which staff must dedicate additional time for education.
This addition made a limited term position permanent. To provide customer service at the development services counter for CED. This
position helps maintain the minimum technicians needed at the front counter to sustain quality customer service and address needs of
development community.
This additiona made a limited term position permanent. This position if made permanent would oversee and manage the day to day
work for the newly adopted Transportation Demand Management Program. Without it, there would be no position to oversee this
program, associated consultants, and we would not be able to meet the obligations required of the city based on the lawsuit against the
city because existing staff has no additional capacity to add this work to existing responsibilities.
This addition made a limited term position permanent, to allow for maintenance of current customer service levels for processing of
development applications and to handle additional engineering demands related to flood plain analysis and Transportation Demand
Management programs. Designated engineer to work on items related to the General Plan lawsuit and the Climate Action Plan; critical
to retain in order for LDE to complete assigned tasks and provide expertise required for city to meet FEMA standards and implement the
new TDM program.
The Assistant City Attorney will help support city's legislative platform and other legislative initiatives requested by the City Council.
Without this position, the City Attorney's Office will not have the necessary resources to meet City Council expectations surrounding
legislative engagement.
The Administrative Secretary will support the newly created Deputy City Manager, Community Services, position. Duties will include
managing legal documents for review and ·signature, coordinating the review of staff reports from departments in the branch, preparing
and proof-reading memos, providing general administrative support and assisting with Citizens Academy and other special programs
and events.
Attachment A
19-20 City Manager
19-20 City Manager
19-20 Finance
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Community
Development
19-20 Finance
19-20 Fire
19-20 Fire
19-20 Human Resources
19-20 Human Resources
19-20 Human Resources
Business Intelligence &
Analytics Manager
Intergovernmental Affairs
Manager
Assistant to the Treasurer
Engineering Technician II
MGT
MGT
CCEA
CCEA
Code Enforcement Officer II CCEA
Code Enforcement Program MGT
Manager
Housing Assistant CCEA
Program Manager MGT
(Homeless Response Plan)
Accountant CCEA
Business Systems Specialist CCEA
Senior Office Specialist CCEA
Human Resources CCEA
Technician
Management Analyst MGT
Senior Office Specialist CCEA
General Budget 1.00
General Budget 1.00
General Budget 0.25
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
General Budget 1.00
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Internal
Efficiencies/Support
The Business Intelligence & Analytics Manager would serve as a technical expert in the development and implementation of citywide
data analytics and business intelligence projects, systems and management. The role includes developing decision support systems
solutions, supporting departments on special projects, developing data policies, governance and management, and ensuring data
collection, quality control, management and governance meet or exceed best practices. This manager will also oversee compliance with
state, federal and international data standards. For G-4 City of Carlsbad 2019-20 Operating Budget example, the California Consumer
Privacy Act was passed in 2018 and goes into full effect on January 1, 2020. This position would help ensure that companies that
contract with the city are compliant with this law and other data related laws. This position will also provide expert support to the city's
legislative affairs efforts to ensure state rules regarding data collection, governance, privacy and disclosure are followed and the
interests of the city are represented when new legislation is considered.
The Intergovernmental Affairs Manager will maintain an updated legislative platform reflecting the City Council's policy priorities and
oversee the city's government relations and public affairs initiatives. This includes managing the city's lobbyists, coordinating
communication with legislative offices, and arranging testimony and other engagement on proposed legislation. This position will also
serve as a single point of contact for other government agencies in the region to ensure close coordination of activities affecting the
Carlsbad community.
This conversion a 0.75 full time position to a regular 1.0 full time position to better support the elected City Treasurer.
The Community & Economic Development (CED) customer service team at the front counter for development services performs permit
processing, research assistance, internal and external customer service, site surveys and inspections and manages information systems.
Adding this position will allow for timely customer service and the reallocation of a senior position that will lead to improved
performance overall.
For the past year, an employee in the city's Finance Department has served in this position in a temporary capacity. As a result of
staffing this need, the city ha's processed a 13 percent increase in business license code cases from fiscal years 2017 to 2018 and 27
percent more general code cases. This staff position also enabled additional compliance and inspection services, back up cashiering
services and a significant increase in collection of license fees and transient occupancy tax for short term vacation rentals. To maintain
current levels of service, this position is being added on a permanent basis.
The number of code enforcement staff has increased in recent years to enable coverage seven days a week from 7 a.m. to 6 p.m.
Current staffing includes three full time and seven part time employees. This new position will provide daily management of the code
enforcement program, which will help ensure its effective and efficient implementation, while enabling the current supervisor to focus
on other priority needs in the department.
With a vacancy rate of less than 1% in Carlsbad for rental properties, it is difficult for residents to find available housing. This position
will help identify housing opportunities for those who qualify such as homeless, voucher holders and low-income residents. This
position will be funded through the Housing Trust Fund and will provide dedicated housing assistance and navigator support which will
in turn also allow for the reallocation of time from various city staff who currently provide some level of service to this population.
This position will carry out the efforts and strategies contained in the city's Homeless Response Plan and work directly with people
experiencing homelessness in Carlsbad. This position will coordinate the homeless response among city departments and will oversee
contractors hired to implement various parts of the homeless response plan, including licensed social workers. This program manager
position will be funded through the Housing Trust Fund and therefore not affect resources available for day-to-day city services.
The accountant position will improve the Finance Department's ability to produce timely reports that comply with regulations and
support daily management decision making citywide. This position will also enable the city to identify potential new revenue streams,
develop an automated end to end accounts payable system and improve the transparency of the city's financial information.
This new position will collect, analyze and communicate data atross multiple platforms to fire management to aid in decision making.
This position will also assist in the deployment of current, new and emerging technologies, coordinate maintenance, and provide user
technical support. Lastly, the Business Systems Specialist will act as a liaison between inter-department and outside agencies (IT, North
County Dispatch JPA, County of San Diego, regional technology partnership, and emergency alerting technologies).
In today's fire service, departments must move from a reactive to a predictive state. This position will collect, analyze, and
communicate data across multiple platforms to fire management for further analysis. They will assist in the deployment of current,
new, and emerging technologies, coordinate maintenance, and provide user technical support. Lastly, the Business Systems Specialist
will act as a liaison between inter-department and outside agencies (IT, North County Dispatch JPA, County of San Diego, regional
technology partnership, and emergency alerting technologies).
This position would manage compliance training programs and support trainings for employee engagement and workforce
development. This includes research, development, coordination and implementation of new or existing trainings.
The Ma11agement Analyst will ensure the city is in compliance with the DOT program, DMV program, Department of Justice (DOJ) and 1-
9 compliance as well as participate in labor negotiations and assist with employee relations and training and development.
This position will play a lead role in the areas of 1) Safety & Security 2) Compliance 3) Records Retention and 4) Customer Service.
Att~chmentA
19-20 Information Client Systems Administrator CCEA
Technology
19-20 Information GIS Associate Administrator CCEA
Technology
19-20 Information IT Operations Security MGT
Technology Manager
19-20 library & Cultural Arts Community Arts Coordinator MGT
19-20 Library & Cultural Arts Library Assistant CCEA
19-20 Police Police Records Specialist II CCEA
19-20 Construction Mgmt. & Associate Contract CCEA
Inspection Administrator
19-20 Environmental Environmental Specialist II CCEA
Sustainability
19-20 Fleet & Facilities Public Works MGT
Superintendent, Fleet
19-20 Utilities SCADA Supervisor MGT
19-20 Transportation Senior Engineer MGT
Internal Budget
Service
Internal Budget
Service
Internal Budget
Service
General Budget
General Budget
General Budget
General Budget
Enterprise Budget
Internal Budget
Service
Enterprise Budget
General
Fund
Budget
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
Internal
Efficiencies/Support
Internal ·
Efficiencies/Support
Internal
Efficiencies/Support
New/Expanded Services
& Programming
New/Expanded Services
& Programming
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Unfunded
mandates/Regulatory
Internal
Efficiencies/Support
Unfunded
The Information Technology Service Desk is currently staffed with three junior level Client System Associates. The addition of a Client
Systems Administrator will add capacity and technical expertise to handle troubleshooting and resolution of complex issues and general
oversight for all incidents, device replacements and software installation. This position will also develop and manage a knowledge base
to assist staff in finding answers to their technical problems and helping them learn new technology.
The Associate GIS Administrator will support the GIS Division in managing complex, server-based GIS technology; assist with system
integration efforts, scripting data automation and performing system performance monitoring and tuning; and provide backup
capabilities to the lead GIS Administrator and will significantly enhance business continuity. This position will also create additional
capacity to deploy the city's first Web GIS platform, which will host a new suite of intranet applications, a spatial business intelligence
capability as well as advanced capabilities such as cloud-based GIS collaboration, community engagement and an open data portal. All
these services directly align with the "Connected Carlsbad" plan and will greatly enhance the city's data-driven decision-making
capabilities.
This position would create, implement and manage an updated IT security program and provide the framework for ensuring the security
of future "Connected Carlsbad" initiatives. This position will be coupled with high level, 24 hour a day network monitoring provided by
an external service with cybersecurity expertise. Having a position dedicated to security and supported by the proper resources is key to
a successful cybersecurity strategy.
This new position will manage the city's public art program. The Cultural Arts Office has maintained the same level of full-time staffing
since 2001; thus staff struggles with the capacity to meet the specific demands and technical knowledge required to bring forth new
public art projects. A public art coordinator would bring an in-depth knowledge of national trends in public art and how best to bring
them to Carlsbad. In addition to managing new projects, this position would al.So handle the ongoing maintenance of the current and
future public art collection city-wide
The new position of Library Assist~nt at the Library Learning Center will support the programs and services of the Library Learning
Center, with a primary focus on literacy services. This poSition will also support the Library's desire to open the Learning Center on
Saturdays. Adding Saturday hours will also provide the resources and space necessary to pursue new state grant funding for family
literacy programming. The additional service hours and the additional programs made possible by this position will increase the visibility
of the Learning Center and further develop it as a destination that addresses the diverse learning aspirations of our community.
In addition to handling the increased records workload, the new records technicians will provide customer service assistance from a
new detached lobby area currently planned at the Safety Center. This will enable members of the public to more easily obtain records,
get their questions answered and conduct other business with the Police Department.
Currently, one staff person oversees contract administration. When this staff person is unavailable for unforeseen reasons, time-
sensitive tasks cannot be completed, causing significant project delays. These tasks include contract change orders, permits tracking,
notices of completion, bonds and securities, cash reductions/releases, payments to contractors, warranty punch lists, records
management and project close-outs. This budget proposes a position to increase capacity and ensure projects are delivered in a timely
manner that meets public expectations.
New solid waste regulations, SB 1383 and AB 1826, require that the City of Carlsbad develop and implement a program to recycle
organic waste, which includes food waste, green waste and other plant-and animal-based biodegradable materials, to help meet the
state's recycling and greenhouse gas emission goals. By complying with these new regulations, Carlsbad residents and businesses will
have access to services that enable convenient and cost-effective organics recycling.
A fleet superintendent is needed to perform the following key functions: Comprehensive oversight of fleet vehicles including their
usage, operator safety, technology updates, driver training, data integrity, shop/staff safety, vehicle assignments and fleet rightsizing.
Compliance with the Climate Action Plan and other sustainability goals. Developing and overseeing common vehicle specifications and
procurement best practices. Development and enforcement of guidelines and policies for the use of city fleet vehicles to protect staff
and fleet assets. Additionally, to support approved goals of the city and to address potential risk this budget proposes to invest in global
positioning system {GPS) technology that will improve safety and compliance with city policies.
A new, integrated Supervisory Control and Data Acquisition or "SCADA" system was identified as part of a comprehensive master
mandates/Regulatory planning process for the city's water and wastewater systems, and the city is now ready to proceed with its implementation. A SCADA
Supervisor will oversee the new monitoring and control system for drinking water, recycled water and wastewater, starting with
overseeing implementation of the new system. Once developed, the supervisor will manage it on a daily basis, including enhanced
automation of monitoring and reporting, optimizing maintenance schedules, early detection of potential system problems, and remote
operation of the system. Without this position, an asset manager in the Utilities Department would take on this new work, leaving other
duties under-resourced and the system vulnerable to operational failures and costly repairs.
Internal
Efficiencies/Support
A well-maintained storm drain system helps protect water quality in Carlsbad's lagoons and the ocean, safeguard public health and
prevent property from flooding. The city has a Drainage Master Plan that identifies priority projects to keep the system working
effectively and address parts of the city in need of new or improved infrastructure. One engineer is currently assigned to handle
drainage projects, which is not sufficient to meet current and future needs. There are currently 20 active drainage projects and 16
future projects that have no staff resources assigned. The older Village and Barrio areas of the city have the most significant needs in
this area. This new position can address these needs as well as other projects identified in the Village and Barrio Master Plan.
Attachment A
19-20 Environmental
Sustainability
19-20 Community
Development
19-20 Police
19-20 Fire
19-20 Fire
19-20 Fire
19-20 Fire
19-20 Police
19-20 Police
Senior Environmental
Specialist
CCEA Enterprise Budget 1.00
Senior Office Specialist CCEA General
School Resource Officer CPOA General
Fire Captain Specialist CFA General
Fire Prevention Specialist CFA General
Fire Prevention Specialist II CFA General
Paramedic lifeguard
Lieutenant
Police Officers
Police Sergeant
CFA General
CPOA General
CPOA General
Budget 0.75
Mid-year 1.00
Budget 1.00
Budget 0.75
Budget 2.00
Mid-year 2.00
Budget 8.00
Budget 1.00
Unfunded State-mandated storm water pollution prevention regulations help prevent trash and other contaminants from entering Carlsbad's
mandates/Regulatory lagoons and the ocean, where they could harm the environment as well as public health. This position is critical to support compliance
with new and existing regulations, including an Amendment to the Water Quality Control Plan for Ocean Waters of California to Control
Trash and Part I Trash Provision of the Water Quality Control Plan for Inland Surface Waters, Enclosed Bays, and Estuaries (Trash
Amendments). This position will also assist with contracts, customer service, special projects and studies that are requirements of the
San Diego Regional Water Quality Control Board storm water permit.
Internal
Efficiencies/Support
Public Safety
Public Safety
Public Safety
Public Safety
Public Safety
Public Safety
Public Safety
This was a conversion from limited term to full time, for handling of bonds and agreements. It also provided support for the senior
management analyst in the department and provided back-up administrative support to other divisions
In December 2018, Carlsbad Unified was awarded a grant from the state to employ an additional SRO to serve the three middle schools
in Carlsbad over a 3 year period. CUSD reimbursed the city for half of the personnel costs for ten months per fiscal year through 2022.
The SRO provides schools with education and equipment on tobacco use and prevention, responding to all law enforcement related
matters during school hours at the school facilities, documenting all incidents and crimes as necessary, attending school events and
other meetings as necessary. The SRO will also conduct criminal investigations as assigned for matters related to the school campuses 01
school staff, among related tasks. See Resolution No. 2019-011, dated 1/29/2019
This position will play a role in supporting, managing, and coordination within the Training Division. They will support training, battalion
chiefs, EMS, public education, and paramedic students. They will manage the training calendar, regional training plans, Target Solutions,
and state mandated training requirements. lastly, they will coordinate conferences a·nd travel, and reimbursement programs (Fire 98,
UASI, and CalJAC). The addition of a fire training captain will also alleviate some of the work that is currently completed either on
overtime or while on-duty (taking units out of service). This includes acting as an instructor for the New Hire Academy, as well as other
assignments line personnel perform. They would also add a level of depth to training conducted at the Safety Training Center, where a
certified instructor and safety officer are required when following NFPA 1403.
Carlsbad's ample natural open space presents hazards that must be managed to ensure public safety. The Hazard Reduction Program is
currently managed by a part-time employee. Due to increased needs over the past five years, this level of effort is no longer adequate tc
meet the demand for the city's weed abatement program, fuel modification review and inspection program, and responding to resident
complaints related to vegetation, open burning and general fire code complaints.
The addition of two Fire Prevention Specialist II positions will enable the Fire Department to complete required inspections through a
coordinated program with dedicated resources, resulting in a more efficient implementation and better consistency in operations.
Without these positions, resources would have to be reallocated from vital fire department activities or inspection of new construction
leading to a reduced level of service overall.
In 2017, City Council directed staff to create a pilot summer lifeguard program at North Beach due to increasing public safety concerns
in the area. In 2018, Council voted to provide lifeguard services there long term and asked staff to return with proposals from outside
agencies to provide these services as well as a plan from the Fire Department to continue providing lifeguard services moving forward.
After receiving that report, the Council elected to hire these 2 new lifeguard Positions to provide permanent lifeguard services at North
Beach. This option was the middle cost-wise of the three options and provided the greatest amount of flexibility and service level. See
staff report and minutes dated October 23, 2018.
The most recent SAN DAG report shows that the City of Carlsbad has the second lowest officer to citizen ratio in the county at 1.05
officers to 1,000 citizens. The response times for Priority 2 and Priority 3 calls i3re approximately 19 minutes and 30 minutes
respectively, and the 2017 population count shows that Carlsbad has increased in population by 1.24$ (115,330 residents). Four sworn
officer posi~ions will be assigned to the Patrol Division, two sworn officer pOsitions will be assigned to the Traffic Division as Motor
Units, and two officers will be assigned to the Homeless Outreach Team. The Carlsbad Police Department currently has 1.05 officers per
1,000 residents, which is the second lowest for budgeted officers and third lowest for actual sworn strength. Recent staffing study also
showed additional staffing was needed in Patrol. The Traffic Division Motor Units would be responsible for providing traffic
enforcement throughout city, providing dedicated enforcement at all the schools during drop off/pick up hours, responding to traffic
Currently one sergeant supervises three Crime Suppression Team detectives and two Homeless Outreach Team officers. The detectives
focus on crime prevention strategies, often involving dangerous criminals, within Carlsbad and outside the area, who pose a threat to
Carlsbad's safety. Adding a dedicated sergeant for the Homeless Outreach Team will result in both teams having full time supervision. It
will also enable the Police Department to more effectively coordinate with community partners and other agencies, which is an
important part of the city's overall homeless response effort.
Att~chmeotA
FY 2020-21
20-21 Police Community Service Officer CPOA General
FY 2021-22
21-22 Housing & Homeless Director of Housing & MGT General
Services Homeless Services
21-22 Housing & Homeless Homeless Services Manager MGT General
Services
21-22 Housing & Homeless Management Analyst MGT General
Services
21-22 Housing & Homeless Program Manager MGT General
Services
21-22 Human Resources Senior Program Manager, MGT General
DEi
21-22 Community Senior Office Specialist {0.75 CCEA General
Development to 1.0 conversion)
21-22 Fleet & Facilities Custodians (PT to FT CCEA General
conversion)
21-22 Utilities SCADA Technician CCEA Enterprise
21-22 Utilities Utilities Asset Management CCEA Enterprise
Program Specialist
21-22 Fire Paramedic Firefighters CFA General
21-22 Fire Emergency Medical UN REP General
Technicians
21-22 Fire Fire Prevention Specialist It CFA General
(0.75 to 1.0 conversion)
21-22 Police Police Sergeant CPOA General
2.00
Mid-year 2.00 Public Safety
25.50
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 New/Expanded Services
& Programming
Budget 1.00 Internal
Efficiencies/Support
Budget 0.25 Internal
Efficiencies/Support
Budget 3.00 New/Expanded Services
& Programming
Budget 1.00 Unfunded
mandates/Regulatory
Budget 1.00 Unfunded
mandates/Regulatory
Budget 9.00 Public Safety
Budget 3.00 Public Safety
Budget 0.25 Public Safety
Budget 1.00 Public Safety
Council voted to approve these new positions to enforce timed parking restrictions in the Village area. While timed parking had
previously been signed in the Village it was not frequently enforced due to limited resources. Staff proposed hiring two CSO lls to
enforce these rules or an option to repeal the rules and Council elected to approve the positions. Steady increases in visitation to the
Village leading up to this report led to the Police Department's request for resources to enforce the limitations on Village parking. The
Carlsbad Chamber of Commerce and CVA both advised they wanted to see parking restrictions enforced. See staff report and minutes
dated Jan. 28 2020.
To successfully implement the City Council's goal of increasing the supply of available affordable housing and reducing homelessness, a
new department within the Community Services Branch was added. The Director provides leadership and technical expertise on
housing and homeless services.
The position develops and implements the programs and services needed to carry out the City Council goal of reducing homelessness.
Solicits outside grants to bring in additional funding for homeless services.
The newly created HHS department oversees many funding sources and contracts. The Management Analyst oversees budget functions,
monitors funding allocation and expenditures, processes contracts, and compiles performance data for reporting.
This position will support grant tracking for three new grants received, works on data management to accurately report on outcomes,
coordinates with partner agencies on contract progress and invoice processing.
This position will work with the City Council, employee and executive steering committees, and consultants to create a comprehensive
work plan to embed the values associated with DEi into city culture, and will execute the work plan including items such as guidelines,
policies, trainings, etc. The position will monitor progress and implement changes as necessary and will also coordinate related
community outreach and engagement events.
This position is essential because it provides support to the entire department, specifically the senior management analyst, contracts
processing, invoice processing and back-up coverage for other admin staff and the annual budget. General administrative tasks will not
happen in a timely manner and some items will be passed along to other staff who are already over-tasked.
An operational study conducted in 2019 found the current staffing levels for custodial services to be inadequate; these positions better
preserve public health and safety by maintaining hygienic and cleanliness standards of city facilities for staff and the public.
Implementation of the new SCADA system will require a SCADA Tech. with knowledge to monitor water and wastewater flows remotely.
If this position is not received, we will not be able to hire a technician to implement the new SCADA system. In order to continue to
conduct all of the required duties associated with water service to our customers we need the position.
The city1s Asset Management Master Plan called for a Utilities Asset Management Program Specialist in order to move forward with the
plan's projects, resulting in proactive rather than emergency repairs, and assistance on compliance with new regulations.
These positions were added as part of the Council goal to bring the Fire Department into conformance with Standards of Cover
evaluation.
These positions were added as part of the Council goal to bring the Fire Department into conformance with Standards of Cover
evaluation.
The Fire Department administers an annual Hazard Reduction Program for all privately-owned open space land in the city. The program
is currently managed by a 0.75 full-time equivalent position. Without additional resources, the Fire Department cannot proactively
manage and respond to the increased level of resident concerns about wildfire hazards and requests for property evaluations outside
the existing program. The program has undergone many variations over 20 years. As presented to the City Council on Dec. 15, 2020, the
Fire Department recommends expanding the existing program to a year-round proactive program that supports and allows for more
regular and ongoing interactions with homeowner associations and more timely responses to citizen concerns. Without additional
resources, the Fire Department cannot conduct proactive, routine inspections within homeowner association-controlled property and
privately maintained areas. Please see attached staff report for additional program information. The program was administered by a
part-time position for 15 years. In fiscal year 2019-20, the part-time position was converted to a 0.75 full-time Fire Prevention Specialist
II.
In December 2020, the City Council asked staff to return with a report on a potential motel voucher program to help address
homelessness in Carlsbad. On March 23, 2021, staff returned with a report containing 7 options for addressing homelessness on a short
term and long term basis, including a motel voucher program but also other options. One of these was to hire one new police sergeant
and two new police officers to be primarily deployed on bike and foot as homeless outreach officers, providing an additional four days
of coverage beyond the existing HOT. Homeless related calls for service had increased over 20% in the year prior to this report. The new
officers provide additiona·I support, visibility and coverage to the downtown area and allow the HOT to be more responsive to the needs
of the community. See staff report and minutes dated March 23, 2021.
Attachment A
21-22 Police Police Officers CPOA General
FY 2022·23
22-23 Police Management Analyst MGT General
22-23 Fleet & Facilities Senior Engineer (5-Year MGT General
limited Term)
22-23 Utilities Management Analyst MGT Enterprise
22-23 Innovation & Econ. Strategic Plan Analyst CCEA General
Development
22-23 Parks & Recreation Senior lifeguards CCEA General
22-23 Parks & Recreation Park Planner (5-Year Limited CCEA General
Term)
22-23 Housing & Homeless Housing Assistant CCEA Special
Services Revenue
22-23 Information Client Systems Associate CCEA Internal
Technology Administrator Service
22-23 Utilities Utility locator CCEA Enterprise
22-23 Fire Community Health Nurse MGT General
22-23 Communication & Community Relations MGT General
Engagement Manager
22-23 Communication & Community Relations MGT General
Engagement Manager
22-23 Environmental Environmental Specialist CCEA General
Sustainability
22-23 Environmental Environmental Specialist CCEA Enterprise
Sustainability
22-23 library & Cultural Arts Circulation Supervisors {0.75 CCEA General
to 1.0 conversions)
22-23 Fire Emergency Medical UN REP General
Technicians
Total
Budget 2.00
33.50
Budget 1.00
Budget 1.00
Budget 1.00
Budget 1.00
Budget 4.00
Budget 1.00
Budget 1.00
Budget 1.00
Budget 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 1.00
Mid-year 2.00
Mid-year 4.00
Mid-year 0.50
Budget 12.00
130.50
Public Safety
Internal
Efficiencies/Support
Internal
Efficiencies/Support
Unfunded
mandates/Regulatory
Internal
Efficiencies/Support
Internal
Efficiencies/Support
In December 2020, the City Council asked staff to return with a report on a potential motel voucher program to help address
homelessness in Carlsbad. On March 23, 2021, staff returned with a report containing 7 options for addressing homelessness on a short
term and long term basis, including a motel voucher program but also other options. One of these was to hire one new police sergeant
and two new police officers to be primarily deployed on bike and foot as homeless outreach officers, providing an additional four days
of coverage beyond the existing HOT. Homeless related calls for service had increased over 20% in the year prior to this report. The new
officers provide additional support, visibility and coverage to the downtown area and allow the HOT to be more responsive to the needs
of the community. See staff report and minutes dated March 23, 2021.
Assists in the workload currently assigned to one person, including budget preparations, contracts, grants and council inquiries.
This 5-year limited term position will cover anticipated workload for the next 5 years currently programmed in the CIP. Specifically, this
position will assist in project delivery to the public safety related projects like Fire station!
Will take on some tasks of existing Senior Management Analyst and allow department to complete financial tasks and special projects.
Maximizes sound financial management of the three Carlsbad Utilities enterprises to maintain good stewardship of ratepayer funds.
Support the work outlined in the Citywide Data Governance and Management Council Policy, along with having responsibility for
analyzing data related to the Strategic Plan's five goals, 28 strategic objectives, and over 60 priority projects
The city's aquatic centers were significantly impacted by the nationwide staffing shortages and lap swimming and aquatic programs
were also
reduced. Full time staff helps ensure dependability as opposed to the high turnover in part-time staff, as FT are more stable and provide
the public with the greatest potential for regular hours of operations and programs at the pools.
New/Expanded Services Assist with high priority project over the next 5 year for the public, including delivery of the Veteran's Memorial Park.
& Programming
New/Expanded Services The administration of the city's Section 8 program is understaffed. This position allows the city to avoid underutilizing the federal funds
& Programming allowed for this program, meaning more low income Carlsbad households will receive assistance.
Internal Will provide front line support and incident response in a timely manner. This also helps avoid long delays in resolving system outages.
Efficiencies/Support
Unfunded Enabled the city to meet increasing mark out needs with cost ~avings from reduced contractor use, greater efficiency, and better
mandates/Regulatory accuracy.
New/Expanded Services A new community health nurse position will support public and workforce health requirements and serve as a public health specialist
& Programming and health care provider. The position will improve the department's response to current and future community health concerns by
centralizing responsibilities managed by Human Resources, Police, and Fire. The position will coordinate continuing education needs
with system performance to improve service delivery and patient outcomes.
Internal Having a full time staff member will meet department1s needs more so than current part time staff. Due to the increasingly fast-paced
Efficiencies/Support nature of communication today, part time staff in the Communication & Engagement Department face logistical challenges, such as the
need to frequently stop work and hand off assignments before they're completed and re-establish situational awareness at each shift.
Outsourcing community engagement has had mixed results, with some consultants lacking familiarity with the Carlsbad community and
its culture.
Internal Having a full time staff member will meet department1s needs more so than current part time staff. Due to the increasingly fast-paced
Efficiencies/Support nature of communication today, part time staff in the Communication & Engagement Department face logistical challenges, such as the
need to frequently stop work and hand off assignments before they're completed and re-establish situational awareness at each shift.
Outsourcing community engagement has had mixed results, with some consultants lacking familiarity with the Carlsbad community and
its culture.
Unfunded Implement the Sustainable Materials Management Plan and additional sustainability initiatives directed by the City Council, such as the
mandates/Regulatory single-use plastics ban
Unfunded Implement the Sustainable Materials Management Plan and additior)al sustainability initiatives directed by the City Council, such as the
mandates/Regulatory single-use plastics ban
Internal Circulation has been unable to adequately fill part-time positions and retain part-time staff. The ongoing and continuous demands of
Efficiencies/Support recruiting results in less mentorship and coaching, which impacts staff development, connectedness and morale. This request for
additional circulation supervisor staffing will help address these gaps.
Public Safety These positions were added as part of the Council goal to bring the Fire Department into conformance with Standards of Cover
evaluation
Attachment A